To succeed in APQP Activity， Organizational Structure Matters

In Automotive industry, apqp is the most popular tool for new project management. Among the auto parts manufacturers, no matter foreign-funded, state-owned or private enterprises, it seems that everyone knows APQP. However, regardless of whether it is foreign capital or domestic manufacturers, there are not many players who are really working hard and do well in APQP process.

Why? There may be many reasons, but the main problem is "cross functional team" management.

The majority manufacturers can be roughly divided into the following three categories according to the organizational structure:

The first category:

For the most inefficient architecture, project management is often placed in the technical department, and the project manager is often a technical engineer. In this scenario, it is difficult to coordinate cross departmental resources; most of them are small private enterprises.

The second category:

It is slightly better than the first category. Project management is independent, but it may be located in the headquarters. It is easy to get out of touch with the manufacturing plant, and the management efficiency is low.

The third category:

For the more efficient one, the organizational structure is flat, the project management and technology are independent, and the project management is put in the factory; some leading domestic and foreign manufacturers taking the "decentralization" route.

In short, the organizational structure determines leadership. If there is a problem in the structure setting, no matter how strong an individual is, it is difficult to integrate the combat effectiveness. Naturally, APQP will not be proceed well.