OT Corporate America

>A Japanese company and an American company decided to have a canoe
>race on the Missouri River. Both teams practiced long and hard to
>reach their peak performance before the race.
>
>On the big day, the Japanese team won by a mile.
>
>Afterward, the American team became very discouraged and depressed.
>The American management decided the reason for the crushing defeat
>had to be found.
>
>A Management Team made up of senior management executives was formed
>to investigate and recommend appropriate action.
>
>Their conclusion was the Japanese had 8 people rowing and 1 person
>steering, while the American team had 8 people steering and one
>person rowing.
>
>So, the American management hired a consulting company and paid them
>an incredible amount of money.
>
>The consultants advised that too many people were steering the boat,
>while not enough people were rowing. To prevent losing to the
>Japanese again next year, the rowing team's management structure was
>totally reorganized to 4 steering supervisors, 3 area steering
>superintendents and 1 assistant superintendent steering manager.
>
>They also implemented a new performance system that would give the 1
>person rowing the boat greater incentive to work harder. It was
>called the "Rowing Team Quality First Program", with meetings,
>dinners and free pens for the rower.
>
>Even new paddles and medical benefit incentives were promised for a
>winner. We must give the rower the empowerment and enrichments
>through this quality program.
>
>The next year the Japanese won by two miles. Humiliated, the
>American
>management laid off the rower for poor performance, halted
>development of a new canoe, sold the paddles, and canceled all
>capital investments for new equipment.
>
>The money saved was distributed to the senior executives as bonuses.

OK Lets try this again:

>A Japanese company and an American company decided to have a canoe
>race on the Missouri River. Both teams practiced long and hard to
>reach their peak performance before the race.
>
>On the big day, the Japanese team won by a mile.
>
>Afterward, the American team became very discouraged and depressed.
>The American management decided the reason for the crushing defeat
>had to be found.
>
>A Management Team made up of senior management executives was formed
>to investigate and recommend appropriate action.
>
>Their conclusion was the Japanese had 8 people rowing and 1 person
>steering, while the American team had 8 people steering and one
>person rowing.
>
>So, the American management hired a consulting company and paid them
>an incredible amount of money.
>
>The consultants advised that too many people were steering the boat,
>while not enough people were rowing. To prevent losing to the
>Japanese again next year, the rowing team's management structure was
>totally reorganized to 4 steering supervisors, 3 area steering
>superintendents and 1 assistant superintendent steering manager.
>
>They also implemented a new performance system that would give the 1
>person rowing the boat greater incentive to work harder. It was
>called the "Rowing Team Quality First Program", with meetings,
>dinners and free pens for the rower.
>
>Even new paddles and medical benefit incentives were promised for a
>winner. We must give the rower the empowerment and enrichments
>through this quality program.
>
>The next year the Japanese won by two miles. Humiliated, the
>American
>management laid off the rower for poor performance, halted
>development of a new canoe, sold the paddles, and canceled all
>capital investments for new equipment.
>
>The money saved was distributed to the senior executives as bonuses.

Bill Berckman wrote:
> OK Lets try this again:
>
> >A Japanese company and an American company decided to have a canoe
> >race on the Missouri River. Both teams practiced long and hard to
> >reach their peak performance before the race.
> >
> >On the big day, the Japanese team won by a mile.
> >
> >Afterward, the American team became very discouraged and depressed.
> >The American management decided the reason for the crushing defeat
> >had to be found.
> >
> >A Management Team made up of senior management executives was formed
> >to investigate and recommend appropriate action.
> >
> >Their conclusion was the Japanese had 8 people rowing and 1 person
> >steering, while the American team had 8 people steering and one
> >person rowing.
> >
> >So, the American management hired a consulting company and paid them
> >an incredible amount of money.
> >
> >The consultants advised that too many people were steering the boat,
> >while not enough people were rowing. To prevent losing to the
> >Japanese again next year, the rowing team's management structure was
> >totally reorganized to 4 steering supervisors, 3 area steering
> >superintendents and 1 assistant superintendent steering manager.
> >
> >They also implemented a new performance system that would give the 1
> >person rowing the boat greater incentive to work harder. It was
> >called the "Rowing Team Quality First Program", with meetings,
> >dinners and free pens for the rower.
> >
> >Even new paddles and medical benefit incentives were promised for a
> >winner. We must give the rower the empowerment and enrichments
> >through this quality program.
> >
> >The next year the Japanese won by two miles. Humiliated, the
> >American
> >management laid off the rower for poor performance, halted
> >development of a new canoe, sold the paddles, and canceled all
> >capital investments for new equipment.
> >
> >The money saved was distributed to the senior executives as bonuses.

I didn't realize the company I work for used to make canoes..
Thanks!

Too true. Of course, the Japanese haven't been setting the world on fire
lately either. Even they have run into some problems with lower costs in
Asia.


"Bill Berckman" > wrote in message
ups.com...
> >A Japanese company and an American company decided to have a canoe
>>race on the Missouri River. Both teams practiced long and hard to
>>reach their peak performance before the race.
>>
>>On the big day, the Japanese team won by a mile.
>>
>>Afterward, the American team became very discouraged and depressed.
>>The American management decided the reason for the crushing defeat
>>had to be found.
>>
>>A Management Team made up of senior management executives was formed
>>to investigate and recommend appropriate action.
>>
>>Their conclusion was the Japanese had 8 people rowing and 1 person
>>steering, while the American team had 8 people steering and one
>>person rowing.
>>
>>So, the American management hired a consulting company and paid them
>>an incredible amount of money.
>>
>>The consultants advised that too many people were steering the boat,
>>while not enough people were rowing. To prevent losing to the
>>Japanese again next year, the rowing team's management structure was
>>totally reorganized to 4 steering supervisors, 3 area steering
>>superintendents and 1 assistant superintendent steering manager.
>>
>>They also implemented a new performance system that would give the 1
>>person rowing the boat greater incentive to work harder. It was
>>called the "Rowing Team Quality First Program", with meetings,
>>dinners and free pens for the rower.
>>
>>Even new paddles and medical benefit incentives were promised for a
>>winner. We must give the rower the empowerment and enrichments
>>through this quality program.
>>
>>The next year the Japanese won by two miles. Humiliated, the
>>American
>>management laid off the rower for poor performance, halted
>>development of a new canoe, sold the paddles, and canceled all
>>capital investments for new equipment.
>>
>>The money saved was distributed to the senior executives as bonuses.
>