A Japanese Company and a US company decided to have a canoe race on the Columbia river. Both teams practiced hard and long to reach thier peak performance before the race.
On the big day, the Japanese team won by a mile.
Afterwards, the USA team became very discouraged and depressed. The management of the US company decided that the reason for the crushing defeat had to be found. A "Measurement Team" made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was that the Japanese had 8 people rowing and 1 person steering, while the US team had 1 person rowing and 8 people steering.
So the management of the US company hired a consulting company and paid them incredible amounts of money. They advised that too many people were steering the boat and not enough people were rowing.
So to prevent losing to the japanese again the next year. The US team chose to ignore the reports findings. The management team 's structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendant steering manager. They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality First Program" or RTQFP for short, with meetings, dinners, t shirts and free pens for the rower. "We must give the rower empowerment and enrichment through this quality program."
The next year the Japanese team won by 2 miles. Humiliated, the management team laid off the rower for poor performance, halted development of the new canoe, sold the paddles and cancelled all capital investments for new equipment. They then used the money saved by giving a high performance award to the steering managers and distributed the rest of the money as bonuses to the senior executives.
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