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These new operations would be supervised by the operational managers, as well as by the technical manager.
At the level of the bottlenecks that would be created, these refer primarily to the periods when the new technologies would be implemented. During these specific periods, production would be slowed down and productivity would as such decrease. In order to minimize the losses from these bottlenecks, the following recommendations are forwarded:
The gradual implementation of the new technologic developments at each level, so that no multiple departments are impacted at the same time
The methodical implementation of the technologies to ensure efficiency, such as the implementation of technologies at a department which has been more productive and possesses inventory to be used while delays are created
The training of the staff members to best deal with the temporary inefficiencies and strive to cover for them in creative manners. Also at this level, it is important to provide training on how to most efficiently use the new machineries.
Ultimately,...
And this is explained by the fact that the company itself would not suffer major structural changes. The changes, in their essence, are non-structural, but focused on improvement and efficiency.
In this order of ideas, the technological innovations would be integrated at each organizational level and would impact the quality of the operations, rather than the layout of the company. Still, at the level of the layout, an important change is noted in the creation of an additional office in the plant. This plant is a managerial one, located next to the finance and sales offices. It is the technical office and it provides technical assistance at the various operational levels where this is necessary.
All in all, the changes are more centered on the quality of the work and the generation of profitability, through the maintenance of a similar layout and structure, but through the improvement in the quality of the operations.
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