Delayering in a US Army R&D organization

Larry A. Mallak (Assistant Professor and Co‐Director, Engineering Management Research Laboratory, Department of Industrial and Manufacturing Engineering, Western Michigan University, Kalamazoo, Michigan, USA)
Pame S. Watts (Team Leader, Quality and Re‐engineering, US Army Tank‐Automotive Research, Development, and Engineering Center (TARDEC), Warren, Michigan, USA)

The TQM Magazine

ISSN: 0954-478X

Publication date: 1 August 1997

Abstract

Delayering has spread to the public sector with the US Army going to a team‐based structure in one of its R&D organizations. This organization has wrestled with many issues concerning team effectiveness, quality management, and customer satisfaction during this delayering process. Beginning with eight management levels, the organization went to three levels and later back to five levels. Summarizes their experience, including data from an employee survey conducted after the delayering to assess satisfaction with the new structure and to help in improving the overall effectiveness of the organization.

Keywords

Citation

Mallak, L. and Watts, P. (1997), "Delayering in a US Army R&D organization", The TQM Magazine, Vol. 9 No. 4, pp. 260-264. https://doi.org/10.1108/09544789710181871

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Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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