Process-oriented reorganization

Mid-market engineering and production group in the area of sheet metal-forming and joining-techniques mainly for the automotive and metalworking industry


The owners noticed a weak competitiveness with respect to reaction times and delivery reliability. The R&D department was suspected to cause the problems.


A process analysis by an IMC partner consulted by the owners identified the functional organization as the problem.

IMC drew up a concept for a product-oriented organizational structure and convinced the management to implement the necessary changes.
Subsequently IMC coached the management team with regard to the detailing of the concept draft, the development of a communication concept and the implementation of the changes. Success and sustainability were guaranteed by the introduction of a target-oriented reporting system.