Organisationally and physically separating operations activities into different factories-within-a-factory is a widely ignored research field in operations management. We empirically investigate the relationship between the degree of focus and the performance of a factory-within-a-factory. Despite suffering from small sample size, the results indicate that focus is positively associated with financial performance only. Furthermore, a separate organisational structure positively moderates the focus-performance relationship. Surprisingly, physical separation through separate buildings or otherwise has no significant moderating effect. Same applies for other means of separation.