Page 9 - Manual FAT EU

Manual FAT EU 2018

In a later step, the market and product groups were segmented. The strategy of the
competence leadership has driven the picture for the macro model: competence
towards the customer segmentation and competence towards focusing on products
and technologies.

The Böllhoff Group operates in four market segments: Automotive, Aerospace,
Industries and Automation. In some areas, different processes and quality
requirements apply and heterogeneous demands are made on products. This is
supported by the division of the entire corporate market into four segments
mentioned above.

Furthermore, the wide-ranging product groups were also considered, some of which
are produced at different locations in Europe. The bundling of core competencies and
alignment with specific product requirements also requires a strong focus within a
Competence Center. After analysis of the product groups, in particular with regard to
the production-specific factors, five such Competence Centers (also called Product
Center) were defined.

The processes shown schematically in the figure above show the core processes of
the value chain. However, the process orientation of a company refers to all company
processes and not only to the core processes. Research and development is of high
value for a technology company and is also measured by the innovation rate and
time-to-market in Böllhoff's new processes. The Innovation Box concentrates
different functions into one leadership. Those secondary support processes are
accordingly in the new organizational structure.

The following figure shows the macro design of the organization derived from the
results described, coming from Strategy over the processes to the structure.

Figure 5: Macro-Modell of the FAT EU organization

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