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Most businesses organize their operations into multiple, concurrent operating processes. Often, these processes cut across traditional organizational boundaries such as departments or divisions. There are significant advantages to these cross-functional processes because there is a more natural relationship between the different work steps, especially in terms of relationships that impact or influence customer value. For example, the set of work steps necessary to complete a customer order, or handle a customer repair, naturally go together whether these steps lie in the Sales, Finance, or Manufacturing Departments. There is the danger, however, that the new process structure will simply constitute a different form of the old traditional "Stovepipe" organizations.
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