HARLEY REVS UP ITS ENGINES essays

HARLEY REVS UP ITS ENGINES essays Teerlink knew that the best way to improve quality and reliability and lower production costs was to create an environment where everyone took responsibility for the companys present and future. Of course, such an approach would not come naturally to Harley. The previous crisis had been managed with an unmistakable topdown approach, as is often the case with turnarounds. But times had changed. Employees could no longer be privates, taking orders and operating within strict limits. So Teerlink flattened the corporate hierarchy and established teams of cross-functional leaders to work collaboratively and provide senior leadership with direction. This is the structure under which Harley currently operates. At the heart of the organizational structure are three cross-functional teams called Circles-the Create Demand Circle, the Produce Product Circle, and the Provide Support Circle. Each Circle includes design engineers, purchasing professionals, manufacturing personnel, marketing personnel, and others. The cross-functional teams are responsible for every motorcycle produced by Harley-from product conception to final design. Within each team, the leadership role moves from person to person, depending on the issue being addressed. Recognizing that suppliers input is crucial to Harleys new product development, all cross-functional teams include key suppliers who work elbow-to-elbow with Harley personnel. Suppliers are the experts. They have expertise I not only what theyre developing today but also whats going on in their industry, says one Harley purchasing director. The more input we have up front, the better our products will be. Cross-functional teamwork has indeed paid off for Harley. With record profits and a good chance of soon reaching their annual production goal of 200,000 bikes, the companys 6,000-plus employees hav ...