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Manufacturing Systems Standards: Governance
by Joe Stefani, EnteGreat

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Paper Overview
The need for standards is clear, but in order to be effective at addressing all of these issues, a standards program must have certain characteristics. Standards fail to serve their purpose or facilitate business performance when they are not comprehensive, current, or enforced. Most companies endorse the idea of standards, at least conceptually, because it is generally understood that standards help the business. However, the commitment and rigor needed to make standards a functioning reality is frequently absent. Standards must be employed holistically and adopted broadly, or they are subject to failure.

EnteGreat's series of five papers on Manufacturing Systems Standards explains what a manufacturing systems standards (MSS) program should be, how it works, and how it generates value. The second paper in the series addresses governance. A solid, effective, and clearly defined governance structure is the backbone of the MSS program.

Paper Outline

• Basic Governance Challenges
• The Benefits That Come from the MSS Governance Program
• The Basic Components of the Governance Structure
  • Steering committee
  • Program manager
  • Change management team
  • Quality assurance team
  • Portfolio management committee
  • Project teams
• Governance pitfalls

About the Author
Joe Stefani has over 25 years of broad-based consulting and implementation experience in successfully identifying and deploying value-added business and technology solutions for diverse domestic and international industrial clients, including; manufacturers of Pharmaceuticals, Specialty Chemicals, Food, Beverage, and Consumer Packaged Goods, Metals, Tire and Rubber goods, and Textiles.

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