Como Tool and Die B

By 1997, Como had achieved partial success in implementing project management. Lead times were reduced by 10 percent rather than the target of 25-35 percent. Internal resources were reduced by only 5 percent. The reduction in prototype time and cost was 15 percent rather than the expected 30-35 percent.

Como's automotive customers were not pleased with the slow progress and relatively immature performance of Como's project management system. Change was taking place, but not fast enough to placate the customers. Como was on target according to its 36 month schedule to achieve some degree of excellence in project management, but would its customers be willing to wait another two years for completion, or should Como try to accelerate the schedule?

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