Cause 1 No one feels responsible

Once we have begun to realize the importance of a performance process with secured resources in the relationships between customer/customer and sup-plier/customer, we recognize its relevance for the market and revenues. If a performance process with secured resources is so important for revenue and an enterprise s understanding of the market, the following question arises  

Are you unable to answer this question immediately by naming the one function responsible Do several functions come to mind (Fig. 25) Or you can think of one but it is not assigned sufficient competence or tools  

Are you also uncertain whether these functions are sufficiently aware of their responsibility Do they have their hands full trying at least to meet the most important deadlines and not even find time for activities or the proactive planning and securing of resources  

The sales division of a tool manufacturer with annual sales totaling approx. 200m Euro complained about the poor service level in the product warehouse despite higher and even increasing capital tie-up. How did this happen  

The head of production was to receive a major bonus if he was able to obtain high operating performance from staff and machines. He endeavored to reach this suboptimum. For him it was important to have a strong back and a big belly -which he openly stated and had long since implemented. What did he mean by that  

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