Abstract
The article presents a successful systematic organizational improvement effort at a mid-size electronics components manufacturer using process mapping and teamwork. The company was faced with increasing customer demand for a newly developed product line that it had not yet integrated into its appropriate production areas. It also had not clearly identified the long-term responsibilities of the engineering group it had assembled to support this new product line. A cross-functional team was charged to work on a business process redesign project, specifically targeting the quoting process (a bottleneck operation). It was intended not only to improve the quoting process, but also to force the clarification of the responsibilities of the new engineering group and thereby move them closer to integration with production function.
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