Abstract
Abstract
The introduction of cellular manufacturing has in general been beneficial to organizations by enhancing productivity and quality, reducing lead times and enriching the jobs for personnel within the cell. However, such changes create conflict owing to the transition from the traditional functional structure to a more flexible cellular environment. This article describes the development of the cell structure within an aerospace company in order to identify the potential problems that can arise between the various participants who operate in a cellular environment. Maister's professional service firm model is then used to structure the roles and responsibilities of the support functions that service the cells, using manufacturing engineering as an exemplar. It is proposed that this framework not only illustrates how planning and organizing issues can be addressed using the concepts developed by Maister but also provides an illustration of how one model propounded by management educators can provide a foundation for enhancing organizational performance.