The cooperation of the various units in both the organizational structure and the process organization is elementary for the functioning of organizations. The completion of a common task requires that the individual, defined process steps transfer the achieved result to the next step precisely and without loss, without generating idle or faulty performance in this processing step. There is a not inconsiderable potential for conflict at the interfaces or seams between the sub-processes: for example, differing opinions about the correct work result to be passed on or received result in friction losses, necessary communication is no longer provided as a consequence, and process performance can drop drastically – and this with potentially consequences for the entire company.

Example: In a manufacturing plant for components that were also suitable and approved for the transport of fuel gases, there was an indispensable customer requirement that the fuel gas components always be shipped with a special works certificate. For this purpose, the production date had to be recorded at the time of shipment and forwarded to the quality department so that it could issue the factory certificates appropriately.

This data recording was not perceived by the shipping employees as their task, which meant that the customers continued to insist on the certificates being issued and the quality department employees had to carry out time-consuming research in order to be able to assign the corresponding data and products. This resulted in incorrect deliveries, which attracted negative attention from the customer. As a result, the manufacturer’s products were no longer ordered for gas transport, and the line of business finally had to be abandoned due to a lack of cooperation. Small cause, big effect.


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