Work Structuring

Are there any alternatives to the ‘top-down’ organizational structure change? Yes, definitely!
What are the main tasks of the company / plant?
What processes do we have?
From these questions / from this point - analytically - the right organization can be worked out!

The process organization generates the design of the work processes in relation to the factors:
          • Space
          • Time
          • Material
          • Personnel
The following applies to the content of the organizational structure:
     - the determination of work processes
     - their  summary of work sequences Performance tuning
     - the determination of the time burden on the workforce (people/employees)
     - the determination of the shortest throughput paths

The question of how a group, a company or an institution is organized has preoccupied people since they even started working with others. Work Structuring presents both a well-developed theory and a practical, proven method for building optimal organizational structures based on teamwork.

The work structuring approach was originally developed by Christian Schumacher in the corporate division for clearly economic purposes. Since then, it has been effectively implemented in service organizations such as hospitals, clinics, government agencies and schools. With its basic process orientation, which focuses on value creation, reduction of losses and process flows, work structuring can be adapted to all these different types of organizations.
Work structuring is a so-called bottom-up method that starts with the basic key processes of an organization.
The work structuring method is extremely flexible and universally applicable, as it is based on processes and controlled by those people who work precisely in or with these key processes.

Optimal organization enables the right number of people to be efficiently and effectively set up around the central business processes so that employees can be as productive and creative as possible in their field of work. A well-structured organization guarantees neither productivity nor creativity, but a poorly structured organization leads to confusion and inefficiency as well as obstacles to quality and continuous improvement.

Work Structuring is probably the most effective and objective tool for developing the optimal organizational structure.
Why is Work Structuring so different from others?


Approaches to restructuring?
- It structures the organization from the central business processes upwards, with a clear, understandable method based on solid theory.

- It enables a coherent and efficient thinning of the management levels.

- It replaces monitoring and management with control of leadership  and the possibility of participation.

- It forms a flexible framework for reviewing and streamlining work structures through process optimization and multiskilling.

- It has been used successfully by major organizations in Germany and in the UK as well as abroad with proven results.

- It is implemented directly by employees and management within the organization with the support of consultants in theory and methodology and is not imposed from outside.

- It forms teams that can plan, carry out and evaluate their work independently, thus creating the basis for a shift from the greatest possible authority and responsibility down to where it is most urgently needed.

- It lays the foundation for teamwork and the development of a culture of continuous improvement.

- It improves internal and external relationships with customers and suppliers with the help of work teams with clear responsibility and control over holistic aspects of product manufacturing.

- It is popular and is felt to be fair and effective. There is a clear framework for employees at all levels in which they can carry out their work with pride and initiative.