"She says she'll call you when she's ready," says Ada.
"What does that mean?"
"If you hadn't neglected her all these years, you wouldn't be in this situation," she says.
"Ada- "
"Good- bye," she says.
She hangs up the phone. I try calling back right away, but there is no answer. After a few minutes, I force my mind back to getting ready to talk to the staff.
At ten o'clock, the meeting starts in my office.
"I'd like to know what you think about what you heard last night," I say. "Lou, what was your reaction?"
Lou says, "Well... I just couldn't believe what he was say- ing about an hour of a bottleneck. I went home last night and thought it over to see if it all made sense. And, actually, we were wrong about a lost hour of a bottleneck costing $2,700."
"We were?" I ask.
"Only eighty percent of our products flow through the bot- tlenecks," says Lou as he takes a piece of note paper from his shirt pocket. "So the truer cost ought to be eighty percent of our operating expense, and that comes to $2,188 an hour-not
$2,735."
"Oh," I say. "I suppose you're right."
Then Lou smiles.
"Nevertheless," he says, "I have to admit it was quite an eye- opener to look at the situation from that perspective."
"I agree," I say. "What about the rest of you?"
I go from person to person around the office asking for reac- tions, and we're all pretty much in agreement. Even so, Bob seems hesitant about committing to some of the changes Jonah was talking about. And Ralph isn't sure yet where he fits in. But Stacey is a strong advocate.
She sums up, saying, "I think it makes enough sense to risk the changes."
"Although I'm nervous about anything that increases operat- ing expense at this point in time," says Lou, "I agree with Stacey. As Jonah said, we may face a bigger risk just staying on the path we've been following."
Bob raises one of his meaty hands in preparation for a com- ment.