Motorola control chart implementation variance

Same-company facilities, different management cultures, different actual use of the same tool. The "attitude was the fact" line.

How useful is it in production? When the LFM program started, there were nineteen professors at MIT, and they gave us term chairs — I was a Leaders for Manufacturing professor. They said you're going to interact with Motorola. I went to Motorola, I met with the CEO briefly. He was an MIT grad — that's one of the reasons MIT had joined the program. I was from out of town, more than fifty miles away, I was there to help. In my prior life as a consultant, I would always go to one factory of a company because they had a problem. Now I got to visit multiple Motorola facilities, and I got to see the differences. I had seen that in the two years I worked for Bethlehem Steel — different facilities, different plant managers, different philosophies. That attitude from the top permeated down. Some were Theory X managers, some were Theory Y, and you could very quickly tell.