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Haller Specialty Manufacturing
For the past several years, Haller has been marginally successful as a specialty manufacturer of metal components. Sales would quote a price to the customer. Upon contract award, engineering would design the product. Manufacturing had the responsibility to produce the product as well as shipping the product to the customer. Manufacturing often changed the engineering design package to fit manufacturing capabilities.
The vice president of manufacturing was perhaps the most powerful position in the company next to the president. Manufacturing was considered to be the main contributor to corporate profits. Strategic planning was dominated by manufacturing.
To get closer to the customer, Haller implemented project management. Unfortunately, the vice president for manufacturing would not support project management for fear of a loss of power and authority.
QUESTIONS
1. If the vice president for manufacturing is a hindrance to excellence, how should this situation be handled?
2. Would answer to the above question be different if the resistance came from middle or lower level management?
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