Date Added: Dec 2009
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.