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Case Studies
Redesign of a manufacturing division
Redesign of a bank division
Resolving conflicting objectives in an IS group
Designing a consulting division
New product introduction redesign
Implementing a new performance management
system
Managing the development needs of 1000 consultants
Rollout of proprietary training
A review of an existing rewards and motivation
system
Case Studies | Redesign of a manufacturing division
In this example the client was a multinational electronic components manufacturer whose factory in the UK involved about 800 people. They had a strong market position, but were suffering from poor product quality, rising order backlogs and high stock levels. They recognised that their functional organisation structure and top-down management style left little scope for teamworking or shop floor driven improvement.
Through involvement in CBI initiatives they had seen that other companies had achieved the kind of transformation they needed, and decided to instigate a change programme of their own. My company was selected to assist them because of our reputation for helping clients to solve problems for themselves, rather than imposing solutions.
Our first step was to create a project team drawn from across the areas that would be affected. We trained the team in a range of project working methods, and helped them to define the objectives of the project. We agreed that the work would be broken into stages, with a management review and presentation to the workforce at the close of each stage.
The first stage was a diagnostic, in which we spent a week understanding and quantifying the issues and developing a vision for the business. This was followed by a concept design stage, in which rough designs for new process flows, factory layout, organisation structure, roles and responsibilities, working patterns and planning systems were developed.
Throughout the project there was a strong emphasis on openness and involvement, with the project team located in an open office in the middle of the factory. There was also a strong sense that the client team members, and ultimately the workforce, were driving the project, with consultants and senior managers providing support and signoff.
Subsequent stages developed detail around the designs, and modelled some of the systems to ensure they would function smoothly. New group and team leaders were selected - not always from among existing managers - and joined the team to help plan implementation. New buildings were erected, and every machine was moved to establish a new layout which optimised the flow of materials. Internal walls were torn down to create large spaces in which teams could work together.
Building on the success of the work in manufacturing, the team was also asked to develop and introduce new systems for communication across the company, and a new pay and reward system. A second change programme was launched to re-engineer the product development processes. A programme of leadership and teamworking training was delivered to all staff, including senior managers. Previously rigid job demarcation was re-examined, and a more flexible approach established.
Independent external audits showed that business had moved from the bottom 25% to the top 25% in its sector in less than two years, and high levels of approval amongst the workforce for the cultural changes such as teamworking and flexible working. Meanwhile order backlogs had dropped by 80% and the value of stocks by 30%.
Less measurable, but equally important, benefits were the project working skills acquired by the team members, and the overall spirit of collective ownership and involvement established by the project approach. Since the implementation was completed the company has continued to see increasing productivity and morale.
I worked with this client for more than 18 months, from the instigation of the work in manufacturing to the completion of the subsequent projects. I acted as coach, facilitator and expert problem solver, and also was responsible for ensuring that other expert help was provided when required.
