112 • Relentless Improvement: True Stories of Lean Transformation
team would pound the plant managers for production plans required to
earn the executives bonuses. ey would pressure and pound, and come
at you from every direction until you nally committed to a plan that was
impossible to achieve. e plants would be over-scheduled, and then add
to that the quality situation. What a recipe for an exercise in futility. I cer-
tainly did not think that not achieving a plan that was absolutely shoved
down your throat indicated any lack of integrity.
I asked the president if he was interested in touring the plant and
seeing the shop oor. He was not interested. Unbelievable. We were
a manufacturing company. e day continued to progress with a lot ...