I was going to forward this to some of my clients as a way of explaining why
HP is getting rid of the HP3000. They like a good joke as much as anyone.

But then I thought better of it. Most of the people who hire me would
probably be in the "Area Steering Superintendent" category.

And even though I'm 3/4 rower, I'm at least partly either "Steering Analyst"
or "Steering Project Manager" depending on what stage the canoe race project
is in.

Oops...

Timothy Atwood
Holtenwood Computing
http://www.holtenwood.bc.ca/computing/
for Domtar Vancouver Mill
(Opinions expressed are mine and do not reflect Domtar)

-----Original Message-----
From: Mark Wonsil [mailto:[log in to unmask]]
Sent: Wednesday, November 28, 2001 8:44 PM
To: [log in to unmask]
Subject: [HP3000-L] OT: Thursday Humor


The Race

A Japanese company and an American company decided to have a canoe race on
the Missouri River. Both teams practiced hard and long to reach their peak
performance before the race. On the big day, the Japanese won by a mile.

Afterwards, the American team became very discouraged and morally depressed.
The American management decided that the reason for the crushing defeat had
to be found. A "Management Team" made up of senior management was formed.
They were to investigate and recommend appropriate action. Their conclusion
was that the Japanese had 8 people rowing and one person steering, while the
American team had 8 persons steering and one person rowing. So the American
management hired a consulting company and paid them an incredible amount of
money. They advised that too many people were steering the boat and 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 one assistant Superintendent steering
manager. They also implemented a new performance system that would give the
one person rowing the boat greater incentive to work harder. It was called
"The Rowing Team First Program" with meetings, dinners, and free pens for
the rower. "We must give the rower 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.

(Copied from the December 2001 Ann Arbor Section 1010 American Society for
Quality newsletter.)

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