A Modern Parable......
A Japanese company ( Toyota ) and an American company (Ford 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 rowing and 1 person steering, while the American team had 7 people steering and 2 people 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, 2 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 2 people 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 rowers. 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 rower, halted development of a new canoe, sold all the paddles, and canceled 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 rower 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: Ford has spent the last thirty years moving all its factories out of the US , claiming they can't make money paying American wages. TOYOTA has spent the last thirty years building a dozen plants inside the US. The last quarter's results: TOYOTA makes 4 billion in profits while Ford racked up 9 billion in losses. They both build automobiles . Ford folks are still scratching their heads, and collecting bonuses...and now Ford Executives want us, the United States Taxpayer, to loan them 25 Billion Dollars,. to help them create that same series of mistakes all over again.... Or, a 25 Billion reward for exercising total stupidity and morbid indifference to the product requirements and desires of the American automobile customer.
Let them take a chapter 11 like every other business who screws up their products and marketplace.
==========
Now I for one don't believe that we can afford to realize the Ch.11 conclusion. And this note also reflects the anger that many of the american public holds with the U.S. auto industry. But there is simply too much at stake in the U.S. economy to invoke the, "Burn the village to save it" strategy. Nonetheless, it does illustrate how dramatic the changes will need to be - far beyond loans of any scale - to execute a vital but brutally challenging turnaround.
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 7 people steering and 2 people 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, 2 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 2 people 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 rowers. 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 rower, halted development of a new canoe, sold all the paddles, and canceled 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 rower 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: Ford has spent the last thirty years moving all its factories out of the US , claiming they can't make money paying American wages. TOYOTA has spent the last thirty years building a dozen plants inside the US. The last quarter's results: TOYOTA makes 4 billion in profits while Ford racked up 9 billion in losses. They both build automobiles . Ford folks are still scratching their heads, and collecting bonuses...and now Ford Executives want us, the United States Taxpayer, to loan them 25 Billion Dollars,. to help them create that same series of mistakes all over again.... Or, a 25 Billion reward for exercising total stupidity and morbid indifference to the product requirements and desires of the American automobile customer.
Let them take a chapter 11 like every other business who screws up their products and marketplace.
==========
Now I for one don't believe that we can afford to realize the Ch.11 conclusion. And this note also reflects the anger that many of the american public holds with the U.S. auto industry. But there is simply too much at stake in the U.S. economy to invoke the, "Burn the village to save it" strategy. Nonetheless, it does illustrate how dramatic the changes will need to be - far beyond loans of any scale - to execute a vital but brutally challenging turnaround.
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