Particularly in the case of unclear combinations of responsibilities, even at the shareholder level of manufacturing companies, it becomes obvious right down to the production processes that unclear responsibility structures cause errors and inefficiencies. Especially in international compositions of different roles of know-how carriers, industry experts and investors, differences of interest often arise that cause the current production process to deviate from the optimum.
In the project example, we were active in analyzing a critical supply situation in component production and initiating improvement measures under high time pressure. In close cooperation with the customer, requirements were coordinated and translated into feasible production packages. At the plant itself, it became obvious that there were organizational grievances and confusion of responsibilities, since in addition to the established workforce, the investor also brought “his own specialists” into the operational organization. Rarely did the saying “too many cooks spoil the broth” fit as well as it did here. We have identified various ways to equalize responsibility and ensure stability in the executive areas. We accompanied the jointly favored path with all participations until full implementation on site.