1. Product Family Org Chart for Lean Transformation
Conversations with the client in the initial assessment centered on the need to question
not only the structure of the organization but to break down traditional or institutionalized
barriers at the company, preventing greater growth in efficiency, productivity and quality.
In other words, “Do we have the right people in the right roles?” and even further “Do we
have the right roles aligned organizationally to be effective?” and finally “How can we
lower incremental labor costs as volume grows through process improvement?”
CapStone recommended a change in management to a “Lean Product Family” structure,
eliminating management “Silos” by department, to promote efficiency and teamwork and
a customer focused way of processing work. It is in this area the client moved forward to
a change to a Product Family Structure.
This reorganization of resources breaks down traditional siloed departments and
reorganizes into a process driven structure focused on product flow. The Product Family
Manager can make cross-functional change immediately, because he is responsible for
the success of the entire process for that product family. The narrowed focus of the
team members allows them to continually improve and standardize flow. Team sizes
are scalable and members can be trained in multiple product families, allowing for
upward and lateral mobility and allowing mangers to train new team members on
standard operating procedures. Instead of focus on maximizing departmental flow of
products, the functional teams are focused on the success of the Value Stream of their
Product Family.
This Product Family structure allows the Value Stream Manager the freedom to
strategically plan and improve the flow of the entire Value Stream of all Product Families.
The President can also focus more clearly on developing depth in the sales and
relationship management with customers as he/she is still close to them but
management responsibilities have been spread across the Product Family Managers.
CapStone proposed the transformation as a multi phased process with each phase
presenting stand-alone value as well as an overall value greater than the sum of the
phases.
Following is a sample illustration of a Product Family Organizational Chart and the basis
for the vision and scope of the transformation.
For more information contact
Fritz Buglewicz
EVP Business Development
CapStone Technologies
fritzb@captechno.com
www.captechno.com

2. President
COO
CFO VP Sales
Value Stream Mgr
Alpha-Product Alpha-Product
AR-AP HR-Payroll Sales Reps
Family Clients Family Mgr
(Laser/Insert)
CS Team DP/Doc Team Production Team Finishing Team Material Team
Beta-Product
Beta-Product Family Mgr
Family Clients (IJ)
CS Team DP/Doc Team Production Team Finishing Team Material Team
Delta-Product
Delta-Product Family Mgr
Family Clients (Hand/Fulfill)
CS Team DP/Doc Team Production Team Finishing Team Material Team