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The Myth of Segmented Success: Boosting Lean with Deming (Part 2)

In Their Own Words

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Rethinking Organizational Success

This chapter explores Dr. Deming's critique of pyramidal structures and segmented success in organizations, highlighting the negative impact of conflicting incentives between sales and service departments. It presents a case study of an Ohio HVAC company that improved customer satisfaction and revenue by eliminating sales quotas, demonstrating the importance of collaboration over competition. Through examples including Phil Jackson's leadership, the chapter emphasizes the value of constructive teamwork and effective communication in enhancing productivity and morale.

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