Two departments, one decision, nobody accountable

The challenge

Production planning and stores both believed they owned inventory decisions. Every shortage turned into a meeting. The reporting structure had grown a layer that mostly forwarded information upward.

What we did

Workflow mapping across both functions, role redefinition around outcomes, new job descriptions for fourteen positions, a revised reporting structure removing one layer, and a KPI framework tied to the redefined roles. A change communication plan ran alongside so the restructure was explained before it was announced.

The outcome

Decision ownership became unambiguous, the extra reporting layer was absorbed into operational roles, and the KPI framework gave leadership a monthly view that did not exist before.