Exercising Functions Consciously.
Coordinating The Production Process.
Deploying Employees Where Their Skills Match.

OPTIMIZING PROCESSES –
WHICH STRUCTURES WE NEED

In order to offer the adequate product for the customer in the scope of the organization’s value system while at the same time achieving the set goals the appropriate procedures are required now.

We consider a company as being a “high performance machine”. It has a defined number of functions from which the respective tasks result.
Thereby the whole product of the organization consists of many product parts.
These, in turn, consist of many subproducts that are provided by every single workplace.

We optimize the interfaces during one on one dialogs with the employees.
Thereby each department leads discussions with those employees in the company they deliver their products to as well as with those they get something from – on request supported by our moderation.

The employees have to become consciously aware of all these functions which have to be integrated into working processes and allocated to the appropriate executives. Otherwise the “high performance machine” will show dropouts, overlaps, conflicts and shortcomings. As it is the case with any production process only a coordinated, optimal process management ensures best and quick results with minimum effort.

Allocations will be an issue not until these functions and tasks are defined.
Since one of the greatest mistakes one could make is to allocate functions and tasks to employees instead of allocating the suitable employees to the respective functions and tasks.

Now all functions and subfunctions are performed by those employees and executives who are, in principal, qualified and educated accordingly. All of the product parts and subproducts are provided and result in the defined high quality product. Unnecessary conflicts are cleared. Stress and conflicts are reduced.