Implementing a deep change to the organizational structure of a company is a lot of work - understatement of the year! You're redefining roles and responsibilities that may have been the status quo for decades, and you're also managing people, their skills, and their reactions to change.
Welcome to our 'Lean in Action' series, where we bring you real stories from the field about the transformative power of value stream mapping (VSM). While we’ve taken care to keep identities confidential, the insights, successes, and lessons shared here are authentic accounts from lean experts and industry professionals across various sectors.
In an earlier article, we introduced Shop Floor Management, which you can read here. We looked at reorganizing departments by creating team leaders, shift supervisors with greater commitment, and an internal logistics structure. Now we will look at the human aspect of this transformation: how it was prepared and implemented, the challenges faced, and the benefits achieved.
Preparing for Change
Of course, we had to obtain approval and buy-in from the management and executive leadership. Then we began intensive work with the HR department to structure the new organization and develop the necessary skills before implementing the change.
The previous model was based on a siloed structure. This is where each department operates with its own objectives, and they often conflict with those of other departments. The goal of the new organization was to create a more flow-oriented management approach, with cross-functional roles supporting a Value Stream Management vision.
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3 Key Roles in the new Organizational Structure
To achieve this, we introduced 3 key roles:
The team leader, a specialized operator responsible for guiding a team of 6-8 operators. This helped support safety, quality, and training.
The shift supervisor, with greater responsibilities than before. His focus was on achieving safety, quality, delivery, and performance KPIs.
The internal logistics team. This was responsible for pulling the flow, and making sure there was synchronization between production phases.
This new structure required a gradual transition to prevent resistance to change. The first step was to engage and align employees, as otherwise the transformation would be seen as a forced top-down decision.
Getting and Keeping the Workforce Engaged
Communcation with HR was of course the first phase. We showed them the benefits we anticipated and the overall vision of the new model. Then, I worked closely with the production manager to share the objectives and clarify the advantages for everyone involved, including those whose roles would be significantly impacted, such as department heads.
This was because the department head roles were going away. Shift supervisors were now expected to take on a much broader range of responsibility, while overall coordination was entrusted to the flow manager. So we had to redistribute competencies, and work to make sure that the change was not viewed as a loss of status, but rather as an evolution of production management.
A Structured Process for Implementing Change
Once roles and responsibilities were clearly defined, we developed a structured process for implementing the change:
1️ Defining Job Descriptions – Each new role was detailed in terms of responsibilities, required skills, and key objectives.
2️ Selecting the Right People – Together with HR and the production manager, we identified the most suitable candidates, evaluating both technical expertise and soft skills.
3️ Identifying Skill Gaps – We assessed missing competencies and developed a customized training plan.
4️ Planning a Gradual Implementation – We didn't want a sudden switch, and this allowed for progressive adaptation to the new model.
Training and Development
Any organizational change needs a targeted training program. We broke our training plan into two main areas:
Commitment and leadership development for shift supervisors. This was to make them autonomous in operational management and continuous improvement.
Problem-solving and coaching for team leaders. This was to build on their ability to effectively lead teams and solve issues independently.
Each phase of implementation had coaching sessions and hands-on support, with the help of an external training company, to gradually consolidate the new responsibilities.
During the follow-up phase, we monitored both technical progress and employees’ reactions, assessing learning curves and how they were adapting to the new model. This allowed us to make real-time adjustments and minimize disruptions.
The project was divided into three macro-phases, each consisting of several micro-activities. The entire process took two months, which is a relatively short timeframe considering the scope of the transformation and the need to prevent organizational shocks!
One aspect that helped was that the change was implemented progressively, with each step activated only after consolidating the previous one. This meant we were able to maintain continuity in production and stable operational management throughout the process.
Key Benefits of the New Organizational Model
The implementation of this new management structure led to measurable improvements:
Broader skill distribution, reducing dependence on a few key individuals.
Shorter management chain, allowing for faster response times to problems.
Upskkilling the role of shift supervisors, meaning they can solve problems independently, reducing the burden on managers.
Optimization of indirect resources, leading to lower costs in quality control and internal logistics.
Greater logistics efficiency, with a reduction in non-value-added activities related to material handling.
Improved On-Time Delivery, thanks to a more responsive and synchronized production flow.
One of the most significant impacts was the cultural shift within the company. Shift supervisors and team leaders, feeling more empowered, began adopting a proactive approach to problem-solving, directly contributing to continuous improvement.
Key Factors to Organizational Transformation Success
We attribut the success of this transformation to three key factors:
Planning – Clear definition of competencies and responsibilities.
Training and Coaching – Developing soft skills to strengthen operational leadership.
Gradual Change Management – A progressive implementation approach to minimize resistance and ensure stability.
The end result is a more efficient operation and a team that’s quicker to respond, more responsible, and committed to ongoing improvement.
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As you can see, the benefits of value stream mapping go far beyond the theory—it’s about real results that drive impactful change. Our lean professionals have helped countless organizations streamline operations, eliminate inefficiencies, and achieve measurable gains. Ready to see what VSM can do for you? Book a meeting with our experts today to discuss your unique challenges and get hands-on with our VSM software. Let’s start mapping your path to lean success.