(From a friend of mine):

A Japanese company (sort of like Toyota) and an American company (well, 
say it is like the Ford Motor Company) decided to have annual 8-man 
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 won the race by a mile.

The Americans, very discouraged and depressed, decided to investigate 
the reason for the crushing defeat. A management team made up of senior 
management 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 1 person rowing.

Feeling a deeper study was in order, American management hired a 
consulting company and paid them a large amount of money for a second 
opinion. They advised, of course, that too many people were steering the 
boat, while not enough people were rowing.

Not sure of how to utilize that information, but wanting to prevent 
another loss to the Japanese, 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. There was discussion of getting new paddles, canoes 
and other equipment, extra vacation days for practices and bonuses.

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 and the next year's 
racing team was outsourced to India.

The End.


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