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Adjusting Swim Lanes
The second agenda item is to adjust the configuration of swim lanes to streamline the work. Sometimes this will even involve adding lanes or taking some out altogether.Some of these changes are little—such as rearranging how sales personnel help a forecast analyst adjust unit forecasts. Others are big. For example, transitioning an enterprise from corporate management of supply chain functions, which creates disconnects with and among business units, to a matrix that focuses corporate resources on Enable and work processes, while the business units focus on executing the signals (Table 17-1). That would be a big change.Supply Chain Organization Matrix | Corporate Process Owners Process improvement, support, and resource development | ||
Enable System Engineers to support technical improvements to transaction productivity | Plan Corporate Manager of Planning owns the complete sales and operations planning process | Source—Make Corporate Manager of Materials Acquistion owns the process to acquire and transition material from raw materials to finished goods | |
Business Unit Execute processes on behalf of the business | System Engineers to extract information relevant to the business | General Manager, Demand Managers, and Supply Managers to execute effective SOP processes | Sourcing Managers, Materials Managers, Plant Managers execute the source and manufacturing processes |
In fact, that's the biggest change the design team made in Fowlers' supply chain: the way that functional responsibilities are allocated to minimize overlap and to integrate continuous improvement of the supply chain. In the before view, functional silos had evolved in such a way that personal agendas and internally focused metrics were allowed to get in the way of the overall goal of achieving efficiency across the whole system. In the after view, the design team assigned corporate responsibility for leading process improvement and developing Enable elements; the business units were charged with the single focus of executing the processes to perfection.Because Fowlers' manufacturing facilities do most of their own purchasing of raw materials and contract manufactured products, the design team combined SOURCE and MAKE. It also combined DELIVER and RETURN, both handled by the logistics and customer service functions. Each corporate manager had responsibility for measuring overall process performance and putting together plans for corrective action, including appropriate use of Enable elements.
