Schwerpunkt Is a Focusing Concept, Not a Goal

"Schwerpunkt: Summary However you define the Schwerpunkt for your organization, here are some ideas for you to consider: •   It has to actually provide focus and direction. It has to give real and actionable guidance in situations where there is no formal direction. This is what distinguishes a Schwerpunkt from a “vision statement.”"

"Toyota’s overall guiding concept: The Toyota Production System, quite simply, is about shortening the time it takes to convert customer orders into vehicle deliveries.141 This is one of the best vision / focusing statements in the world of business. Instead of setting arbitrary goals, it tells everybody who works for Toyota that whenever they are in doubt about what to do, take the action that will reduce customer-to-delivery span time."

"It is worth repeating that in business, unlike in war, the main effort or focus is generally not a specific unit or division of the company. More often in business, the focusing device is a concept, like Microsoft’s “trustworthy computing,” that all the other activities of the company must support. In particular, it tells people, “Whenever you have a conflict or are unsure of what to do, take the action that best supports the main focus.” However, a leader in a business still needs to be “at the Schwerpunkt,” even a conceptual one."

"It must contribute to an outward focus, towards the customer and the marketplace. The last thing you need is another device that drives your attention inward, which is the problem with so many “goals.” Always keep in mind: “We will crush, squash, butcher, slaughter, etc. Yamaha!” and “The length of time between when a customer orders a Toyota and when s/he receives it.”"