Project culture in China

different strokes for different folks

The Whirlpool Corporation installed an MRP (Manufacturing/Materials Requirements Planning) process/system in a large factory in China. This article reports on how this large project was handled, and describes some of the cultural intricacies that had to be dealt with. The project's 563 major tasks were laid out on a precedence relationship Gantt chart, and Microsoft Project was used for scheduling, planning, and leveling resources. Among lessons learned from this project were: international projects will take significantly longer than ones done domestically; cultural challenges cannot be overestimated; change management needs to be highly disciplined; executive support is critical; and morale must be maintained at a high level.
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