First lesson in Quality:
UXD (user experience design) POV:
1940s: WWII: Perfect performance by U.S. military is Essential! However,
Pilots were crashing new aircraft at alarming rates. People were suggesting technology had become too advanced for humans. The Air Force studied 4063 pilots. The shocking truth they discovered:
The cockpit, designed for the “average” pilot,
Fit Exactly NO ONE.
Not a single pilot.
Still today, many CEOs are guiding organizations with a dashboard of blended averages. But the real problem (facing quality output):
There is a good chance your organization is NOT user friendly.
There is a better chance you don’t even know who the real user is.
I work referral-preferred with those who suspect their growth is being constrained by system design — not effort.
Most of my work begins with a quiet introduction. If someone you trust thinks this conversation is worth having, I am happy to connect.
If you are CEO or founder, when ready to begin:
We may surface hidden constraints and quickly determine:
- Are we a good fit?
- Do you trust your system?
- What kind of multiple can your company yield?
- No pitch. Just passion:
Do you know what sparked the American Quality Revolution of the 1980s?
(We had to combat Japanese competition and improve our manufacturing precision. The person leading the charge was also responsible for the Japanese Economic Miracle:
W. Edwards Deming. In his bookThe New Economics, For Industry, Government, Education; he shares a quote from Paul Batalden, M.D., 13 November 1990:
“The first step in any organization is to draw a flow diagram. To show how every component depends on others. Then, everyone may understand what his job is. If people do not see the process, they cannot improve it. Anyone needs to see the process as a catwalk, a flow diagram.”
(We use Action Results maps)
Quality has to be designed into your process.
My Plan of Action: How I help CEOs:
Within just 8-9 hours, live or virtual: We’ll map your current system. Share war stories. Engage in dialog. Explore management theory. Mobilize your people. Pivot towards world-class operation. I aim to transform!
What you should demand and expect: (conservatively) 10-30% increase in capacity, cash conversion, yield; every 90 days.
Hi! I’m Parker
Cohort of the Process Fixer
If you have 10+ employees and revenue under $200M
P.S. The problem was not the pilots. The problem was the design.
1940s aircraft design was mechanistic. It gave consideration to every working part of the system, except its biological part: It was NOT Human-Centered: Exactly like 94% of American organizations!
How else can we create and deliver Quality? Innovation? Optimization?
“Every business operates perfect according to its design. If you don’t like the results, the design is the place to look.”
Design your system!
For more details, start here: