1. What do you think of Apex s training process? Could it help to explain why employees do things their way ?

If so, how? Jim Delaney, president of Apex Door, has a problem. No matter how often he tells his employees how to do their jobs, they invariably decide to do it their way, as he puts it, and arguments ensue between Jim, the employee, and the employee s supervisor. One example is the door-design department, where the designers are expected to work with the architects to design doors that meet the specifications. While it s not rocket science, as Jim puts it, the designers invariably make mistakes such as designing in too much steel, a problem that can cost Apex tens of thousands of wasted dollars, once you consider the number of doors in, say, a 30-story office tower.

The order processing department is another example.

Jim has a very specific and detailed way he wants the order written up, but most of the order clerks don t understand how to use the multipage order form. They simply improvise when it comes to a detailed question such as whether to classify the customer as industrial or commercial.