The change in the flow of orders that appears on this new diagram, brings profound changes in the management rules.

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In the first solution, the commercial section controls the activity of manufacturing and agencies. As a result, it directly controls the manufacture and installation of products. The manufacturing section controls shipments and spare parts supplies from the store.

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In the second solution, the salesperson orders production and, as a result, loses control of the customer installation. On the other hand, the manufacturing section controls purchases, warehouse stock , shipments and agency set-up. The store no longer controls purchases.

Although there is no change in the actual production activities pertaining to each function, it can be seen that the new organization of order flow gives the manufacturing section a considerable increase in its power because it controls virtually all  functions of the whole of the company.

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Without deciding in favor of either solution, we find that in the first solution, the responsibilities are more decentralized and in the second, the concentration of functional powers is very advanced.

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The important thing is that the participation and if possible the adhesion of all, being acquired in favor of the solution adopted, and that we do not freeze the rules that have been defined. These management rules must be able to be modified when in use, when they do not give the satisfactions that were expected.