ABSTRACT
The “promised versus actual ship date” project’s adventures started early. The team, staffed with a cross-functional, cross-facilities team of seven people, was eager to make something happen. Harry Helms, a midlevel manager who worked for Karen Decker in manufacturing, was identified as the team lead on the project. Staff meetings, training, and day-to-day operations continued. Participants from both teams attended the training classes together. Much to every-one’s surprise, the paths of the projects quickly diverged, each with their own challenges. Greg Sanchez then asked the team to complete the chart to understand what each department did along the shipping process that was different and added value to the process. The thud of Harry’s jaw hitting the table was audible in the back of the room. Greg, the consultant coaching the team that day, noticed his nonverbal distress and decided to intervene.
