tag:blogger.com,1999:blog-7108456.post3518786261688984883..comments2007-06-06T13:03:44.545-05:00Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-7108456.post-34168100612618044682007-06-06T13:03:00.000-05:002007-06-06T13:03:00.000-05:002007-06-06T13:03:00.000-05:00I've told the Stallkamp story as I saw him nearly cry when he spoke at Harvard B-School after the takeover. Yes, he was very emotional about that, more on it here:<BR/><BR/><A HREF="http://www.leanblog.org/2007/03/how-about-partnership-instead.html" REL="nofollow">Link</A>Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.comtag:blogger.com,1999:blog-7108456.post-35323127573314037982007-06-06T12:36:00.000-05:002007-06-06T12:36:00.000-05:002007-06-06T12:36:00.000-05:00When I used to work for a major DaimlerChrysler supplier, we complained a lot about their "SCORE" program (Supplier COst REduction), but our management insisted that it really was in the company's best interest because it allowed the suppliers to keep 50% of what they saved so long as they met a 5% cost reduction target for the year.<BR/>It was when the Germans felt the crunch and cancelled SCORE that the complaining really started. Cooperation went out the window and it was everyman for himself. I read somewhere that Stallkamp cried when they cancelled SCORE and destroyed the supplier relationships he worked so hard to build up. I also believe this was one reason that, in the mid-90s Toyota execs were calling Chrysler the only American company that they "feared." Hopefully the new Chrysler leadership will resurrect some of the old behaviors... but I am doubtful.Andy Wagnerhttp://www.blogger.com/profile/04571752564693294372noreply@blogger.com