FACTORY OPERATING MODEL TRANSFORMATION

Transform to a new operating model
to change your market position

When strategy and the competitive environment change, the operating model that was suitable in the past may become a limitation for the business.

INVAMAX helps businesses transform from their current operating model to a target operating model aligned with their strategy and desired market position.

To serve customers better, operate more efficiently, and innovate faster, a business needs an operating model commensurate with the position it wants to achieve.

Old Operating Model vs. new operating model

Domain
 Old Operating Model New Operating Model with INVAMAX FOS
01
Organization
of work
Departmental management.
Each department focuses on its own tasks and KPIs, easily creating bottlenecks between departments.
Value stream management.
Work is designed end-to-end from customer needs to delivery, cash flow, and market feedback.
02
Structure
organization
Multi-layered management structure.
Information and decisions must go through many levels; the larger the scale, the heavier the structure.
Lean organization, fewer management layers.
Decision-making authority is brought closer to where the work happens; the system grows stronger instead of just adding management layers.
03
Mechanism
operation
Dependent on people.
Work runs on experience, asking questions, reminding, and urging from managers.
System-driven operation.
Roles, standards, processes, responsibilities, and management rhythms are clearly designed so the system operates stably on its own.
04
Data & Observability
observability
Passive and scattered data.
Takes time to collect, synthesize, and report; information often arrives after the fact.
Real-time transparency.
Data is continuously updated, visualized, and displayed in the right place so operational status and abnormalities are seen immediately.
05
Technology & AI
Many manual and repetitive tasks.
People enter data, synthesize, report, track, and handle tasks that can be automated.
Digitalization, automation, and AI support operations.
The system handles more and more repetitive tasks; humans focus on decisions, problem-solving, and creativity.
06
Management Approach
Track and control everything.
Managers must constantly ask for progress, check, and intervene to keep the system running.
Management by exception.
Normal operations run according to standards; the system highlights deviations so management only focuses on points that truly need intervention.
07
Improvement
Project-based or episodic improvement.
Lean, Kaizen, 5S often depend on programs and promoters.
Improvement is a part of the operating system.
Abnormalities are detected → resolved → learned from → standardized → standard raised, creating a continuous improvement loop.

The ultimate goal of the next-generation factory operating model

Not only better internal operations, but also creating more value for customers
and enhancing the competitive capacity of the enterprise.

For Customers

01
Better Quality
More consistent products, fewer defects, more reliable.
02
Faster Delivery
Shorter lead times, on-time and in-full delivery.
03
Faster Response to Market
More flexible to changes in orders, products, and customer demand.
04
Faster New Product Launches
Shorten the time from concept to testing, production, and commercialization.
05
Better Customer Experience
From ordering to delivery and feedback, everything is smoother and more reliable.
06
Better Competitive Value
Customers receive more value for the total cost they incur.

For Internal Business

01
Lower Operating Costs
Reduce waste, inventory, WIP, defects, and management costs.
02
Higher Productivity
Create more value with the same manpower, equipment, space, and capital.
03
Higher Profits
Improve profit margins, reduce working capital, and enhance asset efficiency.
04
Leaner Organization
Fewer management layers, clearer responsibilities, decisions closer to the shop floor.
05
More Transparent Operations
Real-time, visual data that helps spot abnormalities immediately.
06
Less Personal Dependency
Operate by systems, standards, data, and workflows.
07
More Digitalization, Automation, and AI
Systems handle repetitive tasks; humans focus on decisions.
08
Better Scalability
Scale up without proportionally increasing the management team and operational complexity.
09
Better Self-Improvement
Abnormalities are continuously detected, addressed, learned from, standardized, and upgraded.
Stronger Competitive Capabilities
Higher Market Position

From Current State to New Operating Model

01

Current State Assessment

Assess how the business is actually operating, identify bottlenecks, capability gaps, and limitations hindering strategic goals.

02

Target Model
Design

Design the target operating model — from organization, workflows, responsibilities, management, data to technology — aligned with the strategy and target market position.

03

Execute
Transformation

Step-by-step implement the target model into real operations: restructure workflows, establish management systems, standardize, digitalize, and build team capabilities.

04

Improve &
Sustain

Measure results, stabilize the new model, address remaining gaps, and establish a continuous improvement mechanism to make the operating system stronger.

Transformation time typically ranges from 6–24 months, depending on factory size, current gap extent, and scope of change.

(This is an estimated timeframe, not a fixed commitment.)

Does your factory need an operating model transformation?

If performance is stagnating, isolated improvements are no longer sufficient, or the current model is no longer suitable
for the next growth goals, start by clearly understanding the gap between the current state and the target model.

Talk to INVAMAX