Success Story

More Success with Reorganisation of Engineering

The automotive industry demands top performance in innova­tion, quality and efficiency. Zuhlke recommended an organisational restructuring of the engineering unit - helping the electronics supplier to position itself successfully.


Following a management buy-out, a manufacturer of automotive electronics faced major challenges. It was confronted with a shift of automotive operations to Eastern Europe and the Far East and had to compensate for its customers’ growing unwillingness to fund R&D services. After carefully analysing the strengths and weakness of the organisational structure and processes, Zuhlke recommended that specific aspects of the processes be optimized and proposed a fundamental reorganization of the engineering departments.


With the new organisational structure, development, production engineering and logistics became more competitive, faster and cheaper. A flatter hierarchy and fewer line managers made the organisation leaner and improved cooperation within the processes.


A detailed functional diagram defined all participants’ responsibilities in the key work processes, thus clarifying roles and expectations. The team worked together to determine the tasks and responsibilities of the R&D line manager, the system architect and the project manager in the development project. Activities in the market and contact channels from Sales, R&D line management, the system architect and the project manager to the customers were reviewed and optimized. These efforts increased the success rate of offers and reduced the effort for devising solutions and drawing up bids. Each participant in the process obtained a detailed, process-based job description that defined his/her tasks in the work processes, his/her powers and the variables for measuring success.

Customer benefits

  • Expertise leader: The customer benefited from the Zuhlke management consultant’s knowledge of the automotive industry.
  • Results-oriented: Zuhlke approached the task pragmatically and took the character of the company into account. The customer received a measurable “return on consulting”.
  • Internal acceptance: Resistance to change was overcome by getting all the stakeholders involved. Zuhlke displayed impressive cultural sensitivity.