WE heard it before from Peter Drucker — “If you can’t measure it, you can’t manage it.” Some managers who understood kaizen problem-solving for the first time told me they were confident in producing many tangible projects using my eight-step process. Their feedback made immediately after a one-day workshop is admirable until the reality kicks in.
After all is said and “done,” they wish they had not told me about it. A case in point is Factory ABC. They told me they were procrastinating. I offered them my after-sales service for free so they could move out of the pothole. They remained silent and appeared pain-free, as if they had taken several rounds of paracetamol.
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