Organizations are like a chain - no stronger than the weakest link, or like a pipeline - flow is limited by the narrowest part.

Process Discipline is supposed to provide some help in order to improve the flow towards a higher productivity. Industrial experience with the implementation of advanced discipline systems has not always been positive throughout.

A key role is played here by a systematic and forward looking preparation of employees and management. The reason for this is that, where the development of human resources and new forms or organizations are concerned, managers and industry bosses alike sooner or later find themselves in a crisis: they always have to realize that putting such intentions into practice always turns out to be harder than they had presumed.

Those who believe that they can allow advanced discipline systems to take their course as a purely technical production process and then expect that the employees will then use their time to the advantage of the Company, are often bitterly disappointed. The obstacles that have to be overcome here can be anything from the conception of the system to its productive installation.

Here are some ingredients of a management philosophy to get systems "go":

• People are people ... not personell.
• People don´t dislike work ... Help them to understand mutual objectives and they´ll drive themselves to unbelievable excellence.
• The best way to really train people is with an experienced mentor ... and on the job.
• People have ego and development needs ... and they´ll commit themselves only to the extent that they can see ways of satisfying these needs.