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. Particularly in international compositions of different roles of know-how carriers, industry experts and investors, differences of interest often arise which 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 transferred into feasible production packages. In the plant itself, it became obvious that there were organizational deficiencies and confusion of responsibilities, since in addition to the established workforce, the investor also brought “his own specialists” into the operational organization. Rarely has the saying “too many cooks spoil the broth” been as apt as it was here. We have identified various ways of spreading responsibility and ensuring stability in the executive areas. We supported the jointly favored path with all stakeholders until it was fully implemented on site.