Global production sites in transition

How can you develop the maturity level of a globally distributed organization? The new global production manager approached us. His five sites were spread around the world and differed greatly in terms of their level of professionalization, efficiency and local conditions. He had many detailed ideas for improvement and had discussed them with the local managers. However, the implementation was not satisfactory.

Challenge

The main challenge was initially the assessment of the heterogeneous locations that had grown differently. The divisional manager had been in his role for a year and now had a realistic picture of the progress of individual topics/initiatives at the locations. This related to processes as well as technical developments in ongoing production operations and management culture issues. There was obviously a need for action, but he could not and did not want to act by maintaining a permanent presence on site. On the contrary: the issues had to be addressed locally. But how?

Our approach

Our approach comprised the following steps:

1. Definition of maturity level criteria: In a workshop, we worked with the division manager to develop a category system that included what he considered to be the key criteria for assessing the maturity level of his locations. This included topics such as: Processes, KPIs, leadership or organizational culture.
2. Maturity level survey questionnaire: Based on the maturity level criteria, we defined a questionnaire for self-assessment and external assessment of the locations. Particular emphasis was placed on communication: the self-assessment was seen purely as a reflection tool for the management team and as a basis for discussions. Utilization of the results for a possible performance measurement or target achievement was explicitly excluded. The questionnaire was implemented online by our partner www.ai-port.de and completed by both the local management team and the divisional manager of the respective location. This allowed different perspectives to be made visible and challenges and strengths of the locations to be identified.
3. Action planning: The results of the self-assessment and external assessment were openly discussed at a management meeting. Based on the results, concrete measures and projects were developed to increase organizational maturity - some site-specific, some overarching.
4. Project work: The project teams were supported during the critical start-up phase. Regular follow-up meetings ensured implementation and took place under internal responsibility. Our work was done.

Result

As a result, a continuous improvement process and an increase in organizational maturity can be observed today. Driven by our consulting, but now in the hands of the managers. The global and local managers have learned - supported by tools and competence building - to review, maintain and increase their level of maturity internally and independently on an ongoing basis.