Operational Organization
A Score for Production and Logistics
A company is an organism – nothing more and nothing less. Even though it develops in a completely individual and dynamic way, it does not function by chance, but through systematic structures and rules.
A modern organizational structure should not act as a rigid corset, but rather as the common denominator by which all actors in the company align themselves – comparable to the score of an orchestra.
► Objective of organizational planning
LogistikPlan’s objective in organizational planning is to create a customer-oriented, smooth order flow:
- internally, for the organization of site logistics, warehousing, and production areas, and
- externally, for the organization of logistical supply chains, preferably within a supply chain management strategy.
While we describe the organizational structure of a company using the term organizational structure, processes are grouped under the term process organization:
► Process organization …
- defines the main and supporting processes – from procurement and purchasing through production and manufacturing to sales and shipping.
- maps the logical linkage of all processes – usually in the form of block flow diagrams.
- regulates how workflows are efficiently organized.
- defines the allocation of tasks, information flows, and their IT support along the operational process chain.
► Structural organization …
- defines the structure of the operational organization.
- maps the logical connection of all organizational units – usually as a hierarchical organizational chart.
- regulates the human-resources framework for collaboration.
- defines the tasks, authority, and responsibility of departments and position holders.
► LogistikPlan principles of organizational planning
1. Work with focus:
- Organizational and process planning should not aim to create a complete model of all ideal workflows, but rather a pragmatic representation (Pareto principle). We focus on processes and functions that have a significant impact on business success and project objectives.
2. Work constructively instead of destructively:
- do not search for weaknesses or culprits, but
- for improvement potential and ways to implement it.
3. Work concretely instead of vaguely:
- WHERE does something need to be improved or achieved?
- WHAT needs to be improved or achieved?
- HOW can it be improved or achieved?
- WHEN will it start / when will it be completed?
- HOW MUCH impact or value should be created?
- WHO is required / responsible?
Results at a glance:
- Functional concepts describing organizational principles (e.g. guidelines for inbound logistics) and framework conditions (e.g. operating times and shift models)
- Control concepts with end-to-end definition of rules and control parameters for main and supporting logistics processes
- Process flowcharts describing process steps, booking, and information flows
- Structural planning with organizational chart and function matrix
- Work process planning with task definitions and job descriptions
