Till before the 1980s, it was believed that in order to achieve efficiency and corresponding success in any business, it is imperative that people and machines are kept continuously busy during the work hours. But then the momentum swung, and the Japanese way of business caught up. This focused more on talent management and team building for continuous improvement in productivity. A longer-term focus was then taken into view. A landmark book titled The Goal highlighted the shortcomings of the previous approach. At present, we are facing the problem of overload in organizations. Here, the situation is becoming increasingly common where targets are aplenty but resources are always finite. The banking system now needs to learn the perils of the “keep everybody busy” theory from the manufacturing industry.


Uploaded Date:26 September 2018

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