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Manufacturing
Organization
The High-Performance
Manufacturing
Organization
AT A GLANCE
Performance improvement eorts tend to focus on the operational aspects of
manufacturing. But organizational issuesmatrix structures with multiple interfaces, proliferating roles and responsibilities, a structure that is no longer aligned
with strategycan also be a major obstacle to quality, flexibility, speed, cost
eectiveness, and competitive advantage.
S S
A companys manufacturing strategy must be aligned with and support the overall
corporate strategy. These strategic considerations will drive decisions about how
best to set up manufacturing operations.
C R S
Companies must make design decisions at both the corporate and the plant levels.
Key considerations include whether to centralize control, whether to integrate
related functions, and what the roles and responsibilities of plants should be.
M T
Each organization design choice involves tradeos that can aect cost, product
quality, cycle times, and service levels. Many of these drawbacks can be oset.
T H-P M O
This report focuses on organizational best practices and outlines three essential
steps for building a high-performance manufacturing organization: start with
strategy, choose the right structure, and manage the tradeos. It also oers guidelines for determining the best choices for a companys manufacturing organization.
T B C G
Economics. How critical are scale, scope, eciency, utilization rates, complexity,
labor, and other cost drivers that aect overall manufacturing economics? The
importance of these factors will vary by industry and company. For instance,
scale is typically integral to companies in the automotive, chemical, metal, and
fast-moving consumer-goods industries. The chemical and metal industries also
T H-P M O
Line manager
Organizational parameters
Direct or dotted-line
reporting; plant ownership
and structure
Manufacturing team
structures; task
allocation
Leadership behavior
Go Gemba! Kaizen
initiatives; collaboration
among manufacturingrelated functions and
headquarters; best-practice
sharing across plants
and business units
Go Gemba! Kaizen
initiatives; cross-line
collaboration; guidance
and development of
foremen and teams on
shop oor
Accountabilities
Overall equipment
eectiveness;
changeover times;
quality; direct/indirect
costs
Decision rights
Owns: optimization of
operating processes;
enforcement of
standards; leanmanufacturing tools;
line stoppages;
personnel decisions
on shop oor
T B C G
Strategic drivers
High economies
of scale
Organization design
Global setup
Economics
High economies
of scope
High significance
of asset utilization
Global setup
Markets and
customers
High impact of
personnel costs
Technologies
and skills
Organizational choices
Degree of
functional integration
Lead plants
Standardized production
system with integrated
industrial engineering and
standardized assets with
asset management
Lead plants
High degree of
complexity
Global setup
High importance
of proximity to
customer
High number of
region-specific
products
Independent plants
High number of
customer-specific
products
Customer-oriented setup
on global or regional/
local level
Highly skilled
engineering and
production
workforce required
High importance
of production
know-how
Global setup
Standardized production
system with integrated
industrial engineering
tend to seek economies of scope, so that multiple products can share common
premanufacturing steps. Standardized processes are critical to companies
seeking scale and scope. For companies in asset-intensive industries such as the
automotive, pharmaceutical, and building materials industries, asset utilization
is a key consideration. When high asset utilization and economies of scale are
required, manufacturing is best set up as a centralized corporate function.
T H-P M O
Technologies and Skills. How important are specialized engineering skills, technologies, or production capabilities? Companies that make customized products, such
as those companies noted above, require specialized processes and technologies
that are oen specific to individual plants. As a result, centralized control and
sharing of best practices is less important to their manufacturing operations.
Automotive
Organization
design Centralized Decentralized
Functional
integration Low
High
Plant roles
Organization
design Centralized Decentralized
Functional
integration Low
High
Plant roles
Standalone
Durables
Building materials
Network
FMCG
Chemicals/pharmaceuticals
Organization
design Centralized Decentralized
Functional
integration Low
High
Plant roles
Plant roles
Standalone
OEM
Network
Pharmaceuticals
Network
Standalone
Engineered products
Organization
design Centralized Decentralized
Functional
integration Low
High
Standalone
Chemicals
Network
Standalone
Metals
T B C G
Network
Supplier
Plant roles
Standalone
Organization
design Centralized Decentralized
Functional
integration Low
High
Mining
Network
and 4.) As a general rule of thumb, a global organization makes sense if scale or
standardization are major cost drivers, specialized production capabilities are
needed, or the manufacturing strategy has a major impact on the overall business
strategy.
Our research shows a trend across industries toward creating a global manufacturing organization with centralized decision making for products, technologies, and
processes. Beyond the potential scale eects, this approach makes it easier to share
best practices and speeds up performance improvementscritical benefits in
todays fast-changing, fiercely competitive global economy. But this solution isnt
always the right choice. For instance, companies that must create dierent products
for dierent markets will usually find that a regional or local organization allows
them to better focus onand respond more quickly tothe needs and requirements of local customers.
Degree of Functional Integration. Decisions about whether to integrate related
functionssuch as production control, planning and scheduling, IT, quality, maintenance, engineering, and asset managementwithin the manufacturing organization
can have a major impact on operations. Integration can lead to fewer interfaces,
better communication, faster decision making, and greater synergy. Companies in
asset-intensive industries, for instance, can achieve higher levels of utilization by
Hybrid
Board
Board
Mfg.
Mfg. BU A BU B BU C
BU A BU B BU C
Mfg.
Planning and
scheduling
Degree of
functional
integration
Production
controlling
Divisional
Board
Procurement
Maintenance
management
Independent plants
Mfg.
BU A
BU B
BU C
Mfg.
Mfg.
Mfg.
Mfg.
Logistics
(in- and outbound)
Industrial
engineering
Asset
management
Quality
IT
Plant network
Products
Processes
Lead plants
T H-P M O
Workshopsactivity bundling
Mfg.
Mfg.
WS 1
VS 1
WS 2
WS 3
VS 2
Production controlling
Degree of
functional
integration
Maintenance
Quality
IT
T B C G
WS 4
istics, and exploring ways to reallocate products across the network, companies can
achieve greater cost savings, flexibility, and eciency.
T H-P M O
Acknowledgments
The authors would like to thank Katherine Andrews, Gary Callahan, Martha Craumer, Angela
DiBattista, and Pamela Gilfond for their contributions to the writing, editing, design, and production of this report.
T B C G
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The Boston Consulting Group, Inc. 2011. All rights reserved.
6/11
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