Common Sense In Labor Management

Agreed?" 264 Cravitz sits up in his chair and says, "That's true." Hilton gives me a tentative nod. I say, "I'm going to demonstrate to you that regardless of what our costs look like according to standard measurements, my plant has never been in a better position to make money." And so it begins. An hour and a half later, I'm midway through an explana- tion of the effects of the bottlenecks upon inventory and throughput when Hilton stops me. "Okay, you've taken a lot of time to tell us all this, and I personally can't see the significance," says Hilton. "Maybe at your plant you did have a couple of bottlenecks and you discovered what they were. Well, I mean bravo and all that, but when I was a plant manager we dealt with bottlenecks wandering everywhere." "Hilton, we're dealing with fundamental assumptions that are wrong," I tell him. "I can't see that you're dealing with anything fundamental," says Hilton. "It's at best simple common sense, and I'm being charitable at that." "No, it's more than just common sense ...»