Four questions, professor;
1) How will those not involved in operations have enough domain knowledge
to perfom the hard, cumbersome analyses without involving the knowledge in
the operating theater?
2) The obverse question is, if the non-operations types are that well
informed why were not they involved in improving operations in the first
place?
3) How will you motivate those "operations types" to implement the strategy
to closure? Or are you just interested in producing the document?
On Wed, 29 Dec 1999 William Acar wrote RE: Pre-Christmas postings re TQM
> However, my point is that IF you really expect a firm's strategy to
>reflect some hard analysis of future scenarios, competitor moves, and the
>firm's countermoves, you have to involve primarily the people whose job
>entails gathering the requisite information AND performing the cumbersome
>attendant analyses, not those who'll be penalized if they produce fewer
>widgets per pay period -- Interweaving the organization should not come at
>the expense of the people who get the fewest perks....
Jack Ring, 32712 N. 70th St., Snottsdale, AZ 85262-7143
480-488-4615, Cell) 602.369.4615
We all think alike. But none of us very much. (Walter Lippman)