Sometimes going outside the family is the only way - bizjournals:

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But maybe not. A number of senior owners of famil companies who find themselvew without a successor in the younger generationb come up with ways to keep business ownership in the familyt even if the managementt has togo outside. Think about the midwesternm family that has owne and operated a chain of small marketg newspapers for more than 160 Thefamily — we’ll call them the Smithse — has had very few internal business disputes, and no one has ever electe to cash out of the company. In there’s usually been a place in the business for any qualifief and committed family memberwho applied. How have they manageed that?
Well, about 120 year ago, the widow of the founder’sd son found herself the sole owner of the growing and successful She was decidedly unimpressed with thenext generation’s pool of managemenft talent, including her own children. She also heard some rumblingzs about splitting up the company so that everyone who wanted his own newspapert couldhave it. Not a chance, said the grittgy lady, and she put the whole kit and kaboodle into a She made a provision that if the trust wereever broken, the company would have to be sold out of the family with the proceeds goingv to charity.
And if that wasn’ty enough to scorch some she also insisted that allfuturwe CEO’s be hired by the trusteesx and that nary a one of them be a family A few feathers were ruffled at the but today the Smiths have a very profitable and satisfying familgy newspaper publishing business, and they spend a lot of time singin g great-great-grandma’s praises. Another family in business call them theJohnsons — reached the end of their successodr string with the second generation of familuy owners. Instead of calling it quits and selling theirmanufacturing company, the shareholding memberds of the family agreed to bring in professional management.
They conducted a global searchg and hired an experienced senior executiveas president. The Johnson family retained their representation on the board and a couples of upper level management but they let their new CEO staff the executivd suite with qualified people he could work with And theyprovided compensation, severance and retirement package s for their outside executives that equaled the industry standard and then some. The Johnsons will continur to owntheir company, confident that although management is out of the family’ s hands, it’s in good hands.
John and Jenny Carter’d last, best hope for a family successor to take over thecompangy they’d built to operate their six “downh home” restaurants in the Washington, area was their youngest daughter, Wanda. But Wanda, who’fd worked in the business since shewas 15, announcede that she never wanted to cook anotherd pot of greens as long as she and off she went to law school.
Two national food servicr corporations had already made offers for the Cartetfamily company, with plans to keep the restaurang name but standardize the menus and recipezs to cut costs and appea l to a broader range of The Carters knew that after standardization woule come serving burgers out a side window. So they looke d for a way to brinhg in new management while retainin family ownership ofthe business. When they tried to envisioj a dream team that knew their operatiojn and had a staks in holding onto the traditions that had madeit successful, they founrd themselves looking right at the roster of managers who had been running the individual restaurants for years.
Well trained, experienced and used to workinhg together, the store managersx were a natural talentpool — and they were the next best thinf to family. The Carters worked out ownership and profit sharing for the new president and othersenior executives. The plan gave theird best qualified employees a great chance to move into corporate management with a little equity to sweetenhthe deal. And it gave the Carted family business a long new leaseon

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State funds worker training to help companies keep up - Austin Business Journal:

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The Livermore company is one of 67 organizationx that received a tota of morethan $20 million in the agency'sd latest round of funding. The development agency's Employment Training Panel approved the which uses state tax moneyy to pay for training at firmd threatenedby out-of-state competition. All California manufacturing meetasthat criteria, an agency spokesman said. This was the firsf contract award for FormFactor under the which inthe 2006-2007 fiscal year awardeds $112.6 million for 318 new training contracts and amendments to prior contractw for the training and retention of 92,115r workers.
Applications for fundds can be started at any time by contactingthe ETP, whichb works with businesses to develop pre-approved training curriculumw and assessments. After pre-approval, the applicationse are presented atthe panel's monthly meetings for fina l approval. FormFactor plans to spend $792,35o for salaries, benefits and overhead supportin g traineesin Livermore. How much the companu actually gets from the developmentg agency will depend on the number of employeesa trained and the hours spenttrainingb them.
Much of the training FormFactor is providing workers will focuse on helping them analyze data created at various steps in the proceses of manufacturingthe company's test equipment. "Insteaxd of just giving them a red light or a greenj light indicating that everythingis good, there' s a certain amount of judgment they need to exercisw in deciding what to do said Don Horst, vice president of manufacturing. Almost everu tool the company buysis custom-made for FormFactor. "Ourt engineers have never seen the tools our maintenance people have never seen thetools before, the operators and technicians have never seen the tools said Horst.
"So you have a whole suite of training that goes withthese FormFactor, headed by Igor is also rewriting work instructions as its equipment evolves, and sendingt some employees through quarterly technology reviews to make sure the companyy stays ahead of its competition. Among the otherd companies that will receive training money is the San Franciscl divisionof , based in which will receive as much $198,450.
In its the company reported that it has been experiencinggrowth "largely due to an expansiomn of organic food lines and a broadedr selection of in-stock items delivered in a faster turnaround To manage growth, the company is upgrading internal systemsd and buying new software systems and productionn equipment, including a "Truck Builder" system that will help it load productsz by weight, shelf life and shippinyg durability.
It is also implementingf "lean manufacturing practices" to assist in reducinyg excess inventory, streamlining processes, and eliminating "This funding helps us increase the number of associate s who have advancedtechnology skills," said Phil president of the San Franciscoi Division, U.S. Foodservice. "The training gives our associates a highet level of comfort as we purchase new software systems andproduction equipment. They know they can get the job Other East Bay companies that will receivse fundingare Milpitas-based Solopower Inc., whicjh could receive up to $394,134, and Sigmatromn International Inc.
, which could receive as much as $263,520 from the statde to train employees in Hayward and Fremont. FormFactor retained Workforce Americas in San Jose to assist with developmenr of its proposal and has hired Effectiv e Training Solutions of Fremont to conduct the training. U.S. Foodservice paid Sallyanne Monti Sr., a San Francisco-basedd consultant, to assist with development of its Contacting the EmploymentTraining Panel: Call Kim Smithj at 916-327-5330 or visit http://www.etp.ca.gov/ Select the "Gettinh Started" link.

Navy orders jet engines from GE Aviation - Business Courier of Cincinnati:

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GE Aviation and the Navy signeda multiple-year contractt in 2007 for up to 384 F414 engines and modulew to support the Navy’s procurement of twin-engine F/A-18 Supeer Hornets and EA-18 Growlers. The agreementg included four option years that could extenf engine deliveriesinto 2012. The totapl value of the contract couldexceefd $1.5 billion, according to a statement issuef by GE Monday. To date, the Navy has takeb delivery of more than 860 F414 engines with more than a millio accumulated engineflight hours.
GE and the Navy continuew to collaborate onan F414-based technology demonstrator program, paving the way for future The F414 has also been selected as the powerplangt for growth versions of the Saab Gripen. In the F414 is being consideredfor India’s Tejasz Light Combat Aircraft and other combat aircraf under development. Evendale-based GE Aviation is an operating unitof Co. GE). It’s a world-leadinf provider of commercial and military jet engine s and components as wellas avionics, electric powe and mechanical systems for aircraft.

Report: More CEOs are staying put - Houston Business Journal:

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There were 107 CEO resignations in June compared to 115 the montb before and 126 departures inJune 2008, accordingt to a new report from outplacemenf firm This was the fifth time this year that monthlyg CEO turnover was lower than the correspondiny month in 2008. Overall, CEO departures have declinec 16 percent from ayear ago. Companies have announced just 607 CEO changees through the first half of thelowest six-month total since when 356 CEO exits were recorded. "Chief-executive departures are definitely trending downward aftera record-setting year in said Challenger, Gray & Christmas CEO John A. Challenger.
"There remainse a lot of uncertaintt about how long this recession will last and how much damage itwill cause. With the future so unclear, boards may be trying to maintaihsome stability," Challenger said. Accordint to the report, only six industries have seen more CEO departuresw this year than throughJune 2008: Media, Food, Transportation, Automotive and Aerospace/Defense.

Dish Network wins stay of contempt order in TiVo case - Denver Business Journal:

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“We are pleased that the Federal Appeals Court in Washingtonb temporarily stayed thedistrict court’ss order in the Tivo litigation,” said Dish Networkk in a written “Dish Network customers can continue usingh their DVRs. We believew that we have strong grounds for A jury in an eastTexas U.S. Districgt Court found in 2006 that DVR softwarse in DishNetwork set-too boxes violated patents of Alviso, Calif.-based TiVo covering DVR playback like the ability to pause and rewindc live programming while the DVR continuess to record. Dish Network reprogrammed millions of its DVRs afte the verdict witha “workaround” it said removed any infringinh software.
But TiVo claimed Dish Network’ s software “workaround” continued the old patent violatioj and succeeded Tuesday in winning the contempt verdict from theTexas court. The contempt order upped the previous financial penalty to Dish Networkby $103 The contempt order listed total damages and interest award due to TiVo at $192.7 That total includes $105 million Dish Network already has paid. It has another $27 million in escrow for TiVo, according to Securities & Exchange Commissioj filings.

Employers' health care costs expected to rise 9 percent - The Business Journal of Milwaukee:

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The 9 percent projectedc cost increase is slightly lower thanthe 9.2 percent increase in 2009 and 9.9 percent increase in according to . Despite the medical cost increases continue to outpace inflatiojn andwage increases. One of the reasonsd medical costs continue to climb is that American workers are acceleratinb use of health care services in anticipation of losingh theirjobs and, potentially, their healthj insurance, the report suggests. Risingf unemployment, growing numbers of people with little or no insurancs and a growing percentage of the populationh on Medicaid further ramp up medical costtrends — the figures actuariea use to set future health insurance premiums.
Couplee with big declines in corporate profits, employers surveyedd by PricewaterhouseCoopers said they will push more of the costsw of health insurance to theid workersin 2010, while expectinv workers to take more responsibility for managinfg their personal health.