The Race
A Japanese company (Toyota) and an American company (General Motors) 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 won 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 paddling and 1 person steering, while the American team had 7 people steering and 2 people paddling.
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 paddling.
Not sure of how to utilize that information, but wanting to prevent another loss to the Japanese, the paddling team's management structure was totally reorganized to 4 steering supervisors, 2 area steering superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 2 people paddling the boat greater incentive to work harder. It was called the 'Rowing Team Quality First Program,' with meetings, dinners and free pens for the paddlers. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices, and bonuses. The pension program was trimmed to 'equal the competition' and some of the resultant savings were channeled into morale boosting programs and teamwork posters.
The next year the Japanese won by two miles.
Humiliated, the American management laid off one paddler, halted development of a new canoe, sold all the paddles, and cancelled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses.
The next year, try as he might, the lone designated paddler was unable to even finish the race (having no paddles), so he was laid off for unacceptable performance, all canoe equipment was sold and the next year's racing team was out-sourced to India.
Sadly, the End
Here's something else to think about: GM has spent the last thirty years moving its factories out of the US, claiming they can't make money paying American wages.
TOYOTA has spent the last thirty years building more than a dozen plants inside the US.
The last quarter's results:
TOYOTA makes 4 billion in profits while GM rack s up 9 billion in losses.
GM folks are still scratching their heads, and collecting bonuses.
IF THIS WEREN'T SO TRUE, IT MIGHT BE FUNNY.
FINAL NOTE:
There has been a subsequent study done – comparing the Japanese team with the American team. The results of the study have led to further confusion for the American team, because the team had focused most of its efforts on the goal of achieving “diversity”.
1. The American team consisted of 5 women and 4 men. It had 2 physically handicapped
members and 1 mentally handicapped member (with a 75 IQ). It had 2 whites, 2 blacks,
2 Hispanics, 2 Native Americans and 1 Asian. The American team believed it had an equal
number of members representing each sexual orientation – although two members
appeared to transition between sexual orientation from time to time (according to reports
from other members of the rowing team).
2. The Japanese team was a complete failure when it came to “diversity”. All members were
only very fit males of Japanese ethnicity.
The American team is being further evaluated to determine how it can become more “diverse” – because diversity is valued.
(A subcommittee of management has been formed to investigate how to explain what is meant by the phrase, “Diversity is Valued”.)
George Dorunda
864-488-0140
DORUNDA.COM
Healthy.DORUNDA.COM
