Since 1994, Management decided to give up a “Pyramidal Organization” to choose a “Organization in Processus*”
The two governing ideas of this reorganization were:
The Responsibilisation of the individuals and the groups,
The Orientation Customers.
*Définition of a process: A process is a group of people whose whole of the tasks brings a value added to its customers.
A cutting by process is opposed to a cutting by function where the interest of the customer is less visible and less present. For the processes of delivery, the organization is carried out by product and is based on the concept of flow. By privileging the flows of products, one gains in times, quality, motivation of the personnel, and creation of value.
The installation of operation of horizontal Processes:
In 1994, the Management Committee engages the reflexion on the TQM*, it appears whereas the organization by services is not adapted to ensure the satisfaction of the customers of Honeywell Amiens; orders having to cross the “barriers” between the successive services among which the concept of Promise was diluted.
The change of site of the offices, to gather the people working on the same process of delivery, under the control of a Person in charge for Process, the complete recasting of the review of contract and re-entry of the orders were not a small matter, since one even needed, in 1996, to sell Factory 2 (become today a site of formation AFISOM) and to increase Factory 1 to set up it. (The 2 factories were located face to face.)
The reorganization process was long, it was effective only in 1997.
The result is however with the height of the effort:
Passage 2,5 days to 0,5 day for the re-entry of order.
3 weeks passage of delivery periods (objective held to 65%) to 5 days (objective held to 99% since 1997).
This result could be obtained only by mobilizing the intelligence of each one, by into practice putting the remarks and the proposals of those which know the review of contract, the passage of order, the management of the provisioning…
Flow chart general of the company:
Processes of delivery:
These processes are entirely responsible for the reception of the order to the delivery for the products and customer services. Each team has the means necessary to treat the whole of the activities, of the reception of the order until forwarding with the subsidiary company (see 8°/Déroulement of a Process of delivery).
The responsibility is horizontal, round towards the tasks which bring a beneficiation on the customer, namely:
delivery according to the first date of promise,
fast resolution of the complaints customers and prevention of their reappearance (to guarantee the quality of the products and services).
Three processes of delivery are defined today:
the process Industrial Control Product (Regulating Recorders/) & Flame Safe Guard,
the process Field Instruments (Transmitting of temperature),
the Produced process of Distribution (Produced trade).
The first two processes of delivery make up of:
1 Person in charge for Process, charged to justify and animate the team, to envisage and manage the weekly workload, the resources, the budgets and to work out the plan.
1 Engineer Continuous Amélioration (Quality/Industrialization), in charge with the technical support/customer, the development and the management of the methods of production, and the technical support near the production.
Produced follower, responsible for the provisioning matter and follow-up of the orders (Re-examined Contract), knowing the products and the workloads. These people are thus able to engage on the feasibility of an order and the date of forwarding.
Technicians Analyses, Repairs and “Special” Supports, in charge of the installation with the corrective actions, breakdown service, setting in production of “Special” and authorized to modify the plans.
Leaders of chain.
Production line teams, made up from one to ten people.
The third process of delivery is not a manufacturing process, but of trade; it sells products (complements of range) which are manufactured, either by subsidiary companies of Honeywell, or by competitors and marked with the name “Honeywell”. Example: products WEST.
All the resources necessary to the treatment of an order are in the same office under the responsibility of only one person. Only the Service Contact Customer is not integrated in these processes in order to preserve only one interface for each subsidiary company, whatever the type of product to be ordered.
Trades:
The functional departments (trades) allow the processes to ensure the development of their expertise. These services, revolving around the processes of delivery, have the role of:
To support the process teams according to their relative field of expertise, by providing knowledge, the working methods, the procedures, the formation…
To develop projects of improvement of the expertise in the middle to long term.
These departments correspond to the services which one meets in a company, put aside the production and the sales department.
Service of Human Resources: staff management (recruitment, management of temporary work, management of the pay, formation, social role near paid), medical department, reception, maintenance of the buildings, canteen, actions of internal communication.
The service Quality: answers to the customer requirements, selection of the suppliers, after-sales service.
Data processing department: maintenance of the computerized systems and the computers, staff training.
The Engineering and design department: development of new products, support with the production, personalization and improvement of the products, tests produced, assistance with the customers, development of software, translation of the instruction manuals of the products.
The control of management: establishment of accountancy, transmission to the registered office of the transactions carried out with the other Honeywell establishments, establishment of the financial plans and control of the budget.
Purchases: to ensure the competitiveness of the costs and management of the quality of the purchases by the selection of the suppliers.
The customer service: taking into account and intervention in the customer orders in term of times, quality, price.
Forwarding: establishment of the invoices before forwarding, transmission with the service customs, choice of the forwarding agent, packaging and shipment.
Marketing: definition of the products, launching of new products, support with marketing, forecasts of sales.
Direction: development and implementation of the strategy of development of the company (gone, R & D, chain of production and sales) to achieve, profit and the requirement growth targets in, fixing working capital and piloting of the operational objectives, delivery of the planned operational results, insurance of the perenniality and the development of the activity (growth of the shares of market, reorientation of the channels of distribution, communication and price), coordination of the services, development of the ascending and downward communication, management of the social policy.