Extreme Pride of Workmanship

The Keeper Wife is a thinker. She doesn't watch television commercials; she analyzes them. So I've given a lot of thought to her comments.

One trend that particularly worries me is rooted in my engineering experience. The problems I see with manufacturing are framed nicely with the immediate reality of American cars. We look at the shiny bits and hear tinkling bells... and buy.

Quality manufacturing (to me) was never about the shiny bits. For instance, the moment someone put a Leica IIIf camera in my hands I could hardly catch my breath. It was 30 years old at the time and still had such nobility I wanted to know how they did every step. (I ultimately traveled to Wetzlar, Germany to find out. The answer? Extreme pride of workmanship.)

These days the public is now being sold sizzle versus steak-- with virtually all products. That is why our valuations of product value (and by extension, manufacturing) are so wanting-- we know the product cycle is so short that "I'll get another one anyway."

This cheapening of our values is also illustrated with things like "100k-mile drivetrain warranties" or product underwriting that is calculated (key word) to encompass the 20% returns. On the surface, people have become such idiots and suckers that they swell, Wowow! 100k-mile drivetrain warranty means it's really improved!!

In reality, we have become conscripted as Beta testers. Manufacturing has been forced away from issues of real quality-- just faux "JD Powers initial quality." Things have become so cheap and disposable that companies no longer care if stuff ultimately works-- just hurry up and get it out the door. Companies evaluate revenue from 80% who will buy and go away quietly with the 20% who might seek a replacement... which replacement they'll either get or more likely be tripped up with the process of rebates, forms, corporate refund cards, recalls, refurbished models, reverse logistics, seconds, or some another program to get them to go away. Who cares if they're dissatisfied? Statistically they're throwaways.

Watch the left hand when the right hand is visible.

We in manufacturing are the behind-the-scenes people who have historical pride of workmanship, but it's a different era. We're dinosaurs. The trend is toward trickery and lax attitudes. Sharper pencils winnow the losses. Quality work is thwarted by economies, marketing, and general public sentiment... illustrated by willingness to buy an American automobile with drum brakes, live axles and spongy steering... replete with 20% recalls... all because it has a sparkly paint job.

Cheers
Lee

What Makes a Tom Hopkins Champion?

In 1997 I sacrificed greatly to attend a three-day Boot Camp by Tom Hopkins (http://www.tomhopkins.com/). After returning, my first sale doubled in a fingersnap because of some things I learned there. I still owe a huge debt of gratitude to Tom-- fantastic things he teaches, honed and laser-focused, and all based on honesty and integrity. Wonderful stuff.

However, the greatest lesson came shortly after when a water-purification salesman visited my friend, and per the Kool Aid, asked my friend for referrals. So my friend's telephone call got the salesman into my home.

Although I had NO intention, need, or ability to buy a water purification system upon hearing some buzzwords, I rapidly realized the fellow had fully embraced the Tom Hopkins methodology. As if on cue he'd ask exactly the question I'd just been schooled. He'd memorized every chapter and verse. Fresh out of a roomful of wannabes, my curiosity was piqued. I had to see how it worked in real life, so I dangled my gonads-- rationalizing that I could safely pull them back from the alligator at any time.

"After all," I thought, "I know what he's going to say. I just want to see how it all works. Forewarned is forearmed."

An hour later as my wife looked on, horrified, I handed over a check for $5,000. Rick Kania had wrangled it out of me as painlessly as taking candy from a baby. But I was the most amazed person in the room. How had he done it? I had truly been schooled.

Among other things I learned that (1) Someone who relentlessly learns and incessantly hones their craft is the most formidable opponent. No motion, action, thought, or question was offhanded, casual, or ineffectual. He knew what he was asking, and he knew what to do when I answered this way or that; (2) The only effective "no" is irrationality-- if you wish to appear sane, dignified, coherent, and apparently in control of things, you'll always surrender to the truth that another more effectively wields; (3) Never dangle your gonads.

And as the circle closed, and the gentleman took my check, he asked, "Who is your best friend? May I call-- no, actually, would YOU dial their number now? Just tell them you'd like them to meet someone..." he gently coaxed as he took the ringing receiver from my hands.

Cheers
Lee

Oh, Hang It!

I worked in Japan for twelve years, amongst Japanese, in Japanese.

One coworker explained it to me thus: "In the east we carefully walk all ten steps to get to the point of decision; our unity and cohesiveness is our strength-- It takes us longer to get there, but when we do get to market, out went most bugs along the way.

"In the west you take about three steps forward and impulsively decide, 'Oh hang it-- let's just get it to market! We're losing money!' Out rolls the product or the software. The sales people are surprised and untrained. The repair and returns people are caught without parts or manuals. The product literature and advertising is hasty and shallow. But worst," he concluded, "mostly you spend the rest of your time issuing patches or fixing bugs or taking returns."

In trying to adapt kaizen to America (with a whole other host of other focused disciplines native to Japan), the cultural differences are so pronounced I've often thought, "Oh hang it-- just get the blasted company to market! I'm losing money!"

Oh, to be in the land of Wa again.

Cheers
Lee