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Objective oriented Design of the Organisational Structures as one Building Block for an Intelligent Manufacturing System

: Keller, R.; Pirron, J.; Rist, T.

Schraft, R.D.; Ahmad, M.M.; Sullivan, W.G.; Jacobi, H.-F. ; Univ. Stuttgart, Institut für Industrielle Fertigung und Fabrikbetrieb -IFF-; Fraunhofer-Institut für Produktionstechnik und Automatisierung -IPA-, Stuttgart:
Flexible Automation and Intelligent Manufacturing 1995. Proceedings of the Fifth International FAIM Conference : June 28-30, 1995
New York/N.Y.: Begell House, 1995
ISBN: 1-56700-030-4
International Conference on Flexible Automation and Intelligent Manufacturing (FAIM) <5, 1995, Stuttgart>
Conference Paper
Fraunhofer IPA ()
Fertigung; Fertigungssystem; Fractal Company; fraktales Unternehmen; IMS; Organisation; Organisationsstruktur; Unternehmenskultur; Unternehmensorganisation

The Post-war development of the western industrial nations was characterised by an ever increasing standard of living, political stability and great technical advances. Typical organisational forms in enterprises were called organisational palaces with a high division of labour and cumbersome bureaucracy. Management's vision of centrally controlled production found form in the CIM philosophy. Since the middle of the eighties, dramatic political and economic changes have taken place. Many enterprises were not only hit with the deepest Post-war recession but were also faced with new challenges to manage complexity and change. The previous organisational structures did not possess the necessary flexibility. The restructuring project discussed here focused on a newly built plant in the mechanical engineering branch. As well as difficulties in the sales market, the company suffered from a strong technical orientation, a distinct division of labour, spatial and organisational interface losse s as well as demotivation of the employees. These weaknesses led to reduced quality, unreliable delivery deadlines as well as long lead times and large stocks. The main goal of this project was to positively change these factors so as to improve the financial results. Solution approaches considered the success factors of customer-oriented use of core competences, the process-oriented structural organisation according to the principles of the fractal enterprise as well as creating an employee-oriented enterprise culture. The measures and approaches taken led to clear improvements relative to the company's goals by the end of the project.