Canoe Race

A Japanese company and an American company decided to have a canoe race. Both
teams practiced long and hard to reach their peak performance before the race.
On the big day the Japanese won by a mile. Afterward, the American team became
very discouraged and morally depressed.


The American management decided the reason for the crushing defeat had to be
found. 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
one person rowing.


American management hired a consulting company and paid them an incredible
amount of money. They 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. 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.
Then they distributed the money saved as bonuses to the senior executives.