Look at Japan generally and Toyota specifically. In Japan the best award you can get for having an outstanding company in terms of profit, topline, quality, free-cash, people, and all the good measures is the Deming Award. Deming was our guy (an American) but we Americans in management didn't take him seriously enough.
The Japanese to their credit did ... ran with it and made it into their own thing in a good way. The Japanese took 30% of the US auto market in our own backyard. Customers knew Hondas, Toyotas cost more but were worth every dollar. They resold better too. (Yes some noise about direct government investment in Japanese companies by the government was a factor too, but not the chief factor in the long run).
We Americans got it "explained to us." We thought we were handling it. Nah, it was BS. But we eventually got our act together. Our Deming award is the Malcolm Baldridge award.
Today, unfortunately the Japanese economy isn't rocking like it was the 80s and early 90s. And Toyota isn't the towering example of quality it once was. I think -- if my facts are correct --- they went too McDonalds and got caught up in lowering price in their materials, and supply chain with bad effects net overall.
So things ebb and flow.
The key thing: is management through action or inaction allowing stupid inbred company culture to make crappy products? Do they know their customers etc etc. Hell, mistakes even screw-ups are not life ending for companies the size of Intel. But recurring stupidity is. A lot of the times the good guys allow themselves to rot from the inside out. So when is enough enough already?
Look at Japan generally and Toyota specifically. In Japan the best award you can get for having an outstanding company in terms of profit, topline, quality, free-cash, people, and all the good measures is the Deming Award. Deming was our guy (an American) but we Americans in management didn't take him seriously enough.
The Japanese to their credit did ... ran with it and made it into their own thing in a good way. The Japanese took 30% of the US auto market in our own backyard. Customers knew Hondas, Toyotas cost more but were worth every dollar. They resold better too. (Yes some noise about direct government investment in Japanese companies by the government was a factor too, but not the chief factor in the long run).
We Americans got it "explained to us." We thought we were handling it. Nah, it was BS. But we eventually got our act together. Our Deming award is the Malcolm Baldridge award.
Today, unfortunately the Japanese economy isn't rocking like it was the 80s and early 90s. And Toyota isn't the towering example of quality it once was. I think -- if my facts are correct --- they went too McDonalds and got caught up in lowering price in their materials, and supply chain with bad effects net overall.
So things ebb and flow.
The key thing: is management through action or inaction allowing stupid inbred company culture to make crappy products? Do they know their customers etc etc. Hell, mistakes even screw-ups are not life ending for companies the size of Intel. But recurring stupidity is. A lot of the times the good guys allow themselves to rot from the inside out. So when is enough enough already?