A very decisive step was that of removal of the middle management layer. This ensured that all the departments worked in proper synchronization with each other. Sometimes it might happen that too many management layers work against smooth interaction between the different layers and especially between the top management and the workers at the lower rungs. This creates confusion and hampers proper coordination between departments. Deletion of the middle management layer resulted in a leaner structure which was much more suitable swifter coordination. This ensured that information flowed without boundaries and moreover a new specialized team was also bestowed with the task of disseminating operational information unanimously to all teams. The leadership team which previously had eight members was curtailed to four members to initiate a leaner structure and to save the company from a victim of the proverbial ‘too many cooks’. This leadership team played an advisory or consulting role to the production teams. Moreover, the earlier supervisors were transformed into coaches in terms of their functions. This denoted that they could not concentrate on supervisory functions anymore. rather they would have o play motivational and value building roles for the team members. Team building and maintaining coordination were their main task. In case of teams, gradually several responsibilities spanning from meeting their targets, HR processes like hiring and general personnel management to even retrenchment of non-performers, were handed over to them. As the different teams depend on each other for their own functional success, coordination and understanding increased between them. All these ensured much better response time form managers. Business communication sessions were held every four weeks which dealt with different relevant issues from health to financials of the organization.