Allen, Cheryl D.; Howell, Jerry D. (1988, ASQC) Strategic Corporate Interactions, North Hollywood, CA
With the current business challenge, organizational structures are in need of major changes which will create a more balanced business approach and facilitate integrated planning. To stay competitive, we must reeducate people to think in a multi-disciplinary team mode. Of primary importance is the need to cut product development schedules and order lead times sharply. A vital step in achieving this aim is eliminating functional barriers between engineering, manufacturing, quality and procurement. These barriers result in turfguarding, fragmented contributions, excessive cost and delays in end product delivery.
The challenge facing American industry today is developing effective methods of breaking down these barriers and integrating the efforts of these functional organizations to enable them to produce a quality end product in a timely manner at a competitive cost.
Strategic Management Interaction combines the power of interpersonal group dynamics with the power of computer technology to integrate and develop inter-departmental work teams. The result is a systematic way for members of your company to clarify outcomes, set priorities for corrective action, and act on their agreed upon goals. The process also allows people to explore areas of disagreement and conflict within a framework, defused of emotional tension and anxiety.
As Strategic Management Interaction requires commitment to plans and schedules to implement the program, functional audits are conducted to provide senior management with a closed-loop assessment of the effectiveness of the commitments. Problem areas requiring further management action are readily identified, thus maximizing the benefit to the company.
A well-known aerospace company in Los Angeles had similar problems between engineering, manufacturing, procurement and quality. The Strategic Management Interaction concept was designed and implemented to help link departments and create a cooperative team effort. The results: improved profitability and competitive position, a heightened commitment to quality, and improved inter and intra-departmental communications and increased efficiency.
Department of Defense (DOD),Aerospace industry