Shipulski On Design

All projects are successful; it’s just a matter of choosing what to declare.  Here are some good choices:

• Success – We know when a project is too big. Going forward, let’s do smaller ones.

• Success – We know we can run too many projects concurrently. Going forward, let’s do fewer and get more done.

• Success – We know we can’t make that  in-house. Going forward, let’s find a suppler with world class capability.

• Success – We know the consequences of going too quickly. Going forward, let’s take our time and get it right.

• Success – We know what customers won’t buy. Going forward, let’s know if they’ll buy it before we make it.

• Success – We know the consequences of going too slowly. Going forward, let’s be more efficient and launch sooner.

• Success – We know when quality levels are too low. Going forward, let’s launch with higher quality.

• Success – We know we can’t outsource that. Going forward, let’s make it in-house.

• Success – We know the attributes of a bad project manager. Going forward, let’s hire one that knows how to run projects.

Celebrate the learning, incorporate it in your go-forward plan, and go forward. Success.

Work can be exceptionally profitable, work can dovetail perfectly with strategy, and work can make perfect business sense. Though these attributes seem powerful, they’re insufficient for work to carry the day. But there’s a far more powerful force out there, a force that virtually guarantees that work will take on a life of it’s own, that work will go viral. That force? Intrinsic motivation.

Work must be meaningful. The team, or you, must have a personal reason, a vested reason, an intrinsic reason why the work should happen. Otherwise, it’s a crap shoot. Otherwise, it takes massive effort and powerful control mechanisms to roll work up hill. What a waste. The energy spent on pushing should be spent on the work. Imagine if pushing energy was converted to advancing-the-work energy.

With intrinsic motivation, work accelerates down hill. Intrinsic motivation is the gravity that pull on work, builds momentum, and steam-rolls those in the way. (Although intrinsic motivation has been known to clear the way of those who can help.) Intrinsic motivation flows work over and around rocks, tirelessly smooths sharp edges, and uproots sticks-in-the mud. (You know who I’m talking about.)

Do you and your work have intrinsic motivation? I certainly hope so. How do you tell? Here’s how:

Question: Why do you want this work to happen?

Answers – missing intrinsic motivation:

• Because my boss told me to do it.
• I don’t really care if the work happens or not.
• I’m just here for the free doughnuts.

Answers – with intrinsic motivation:

• Because it’s important to me.
• Because it will benefit my kids.
• That’s a stupid question. You don’t know?  I’m glad you’re not on the team. Get out of my way.

Intrinsic motivation makes a big difference, it changes the game. It’s like the difference between pushing against gravity and rolling down hill with a tail wind. You should know if you have it.  If you don’t you should be ready to push like hell for a long time.

Acid test — does your work cause you to pole vault out of bed? If not, find new work.

For more on intrinsic motivation, here’s a video link — Indiana Jones and the boulder of intrinsic motivation.

For daily tweets, find me at Twitter — @MikeShipulski

Great coaches invest. They’re all-in. It’s that simple. They know what you need and give it you. No need to ask. (And that’s best because often you don’t want it.) Great coaching is like medicine – tastes like crap and three years later you feel better.

Great coaches are grounded in the reality of doing. They believe in sweat, struggle, and pain. They’re all about doing.

Great coaches don’t give options when options are not best. Sure, they know there are options, but they know they’re not for you. Great coaches take control of your best interests until you’re ready. One day at high school track practice my coach told me I was the anchor leg for the mile relay. (I didn’t know I was on the ballot.) He looked me in the eye and said – “There’s only one rule to running last – don’t let anyone pass you.” For the remaining three years of my career I never did.

Great coaches coach everyone differently. Sure they work within their framework, but the coaching is designed to fit you, not them.

Great coaches push down hard to get you to stand taller. At baseball practice one hot summer afternoon (I was sixteen) my coach had us run repeatedly on and off the field to make sure we did it right. (He believed in practicing all facets of the game.) For the first five times, or so, I ran. Most jogged, but I ran. (I always hustled.) But, on the next one I jogged. Loudly, forcefully, angrily, in front of everyone, he said, “What the hell is going on? We’ve been playing like crap lately and now our best play is jogging off the field. What the hell is going on? We’re going to do it again because he jogged.” He gave me what I needed – his medicine fit and I stood taller. (Over our six years together that was the only time he yelled about my behavior.)

Great coaches are great because they always tell the truth. Great coaches are great because they invest.

Facts and feelings are different. Both are real, but facts are verifiable and feelings are not. Feelings are all about, well, feelings and facts are all about actions, events, and things that happened. But even with those differences, we still confuse them. And the consequences? We’re misunderstood and judged and, if the feelings are deep enough, we’re detoured to the off ramp of irreconcilable differences.

But there’s a more interesting twist. Facts and feelings interact quite differently when looking back (past) versus looking forward (future).

When looking to the past, feelings modify facts and facts modify feelings. When feelings modify facts, events are colored, amped up, or muted, sequence is distorted. When facts do the bending, we become happy, sad, angry, or scared. The facts don’t really change (they don’t give a damn about feelings), but facts change our feelings, feelings change us, and we change the facts. It’s a natural coupling to acknowledge and work within.

When looking to the future, feelings dominate – feelings control our actions. In that way, feelings control what will happen, what will be. And the most dominant of all is fear. Fear stops us in our tracks, walls off possibilities, pulls us into inaction, and helps us mute ourselves. Fear restricts and limits.

We all want to broaden our possibilities, to free up the design space that is our lives. The self-help crew tells us to overcome our fears. That’s total bullshit. Fear is much too powerful for a full frontal attack. Fear is not overcome; it leaves when it’s good and ready. You don’t decide, it does. We must learn to live with fear.

Fear’s power is its ability to masquerade as reality. (How can it be reality if we’re afraid of a future that has not happened yet?) And what is fear afraid of? Fear is afraid to be seen as it is – as a feeling. And what are we supposed to do with feelings? Feel them. To live with fear we must acknowledge it. We must write it down, look at, and feel it. And then tread water with it while we create our future.

What if you could double your factory throughput without adding people?

What if you could reduce your product costs by 50%?

How much money would you make?

How many jobs would you create?

Why aren’t you doing it?

What are you afraid of?

If you do one thing, click this link. (Or the graphic itself.)  Please.  You’ll be sent to a page where you can watch an animation of US job losses.  I was debilitated after watching the implosion.

Here’s how I reacted to the animation:

Disbelief.  No way.  Not real.  I checked the data.  It’s real.

Fear. Look what happened to my country!

Anger. Why isn’t everyone talking about this?  Why aren’t we doing something about this?  Why are we saying the economy is on the mend?  That’s crap, I-want-to-get-reelected type crap. (To be clear, I think great progress has been made.) Truth is it cannot be mended with the current approach.  It cannot.  If possible at all, it will take a borderline-Draconian approach, where cuts are made and taxes are raised to radically fund innovation, technology, and manufacturing. (Think energy, energy, energy.)  Reinvestment in ourselves.

Sadness.  Our lifestyle, as we know it, is over. The American Way has imploded; we just don’t have the courage to face it yet.

Sadness. This is not good for my kids. (And that’s when I changed my thinking.)

Hope. We can do something about this. It will be exceedingly difficult, but we can do it.  We’re smart enough.  We’ll have to make hard choices, choices where we get less and pay more – a net reduction in our standard of living. It will take sacrifice, real sacrifice.  Sacrifice at the standard of living level, sacrifice inline with WWII-caliber, go-without sacrifice.  Sacrifice to free up radical amounts of money to invest in our country, in our innovation, in our technology, and in ourselves.  I’m talking about self-investment at levels that make the Apollo Program look like chump change, self-investment that makes the war look like a bargain. The toughest part, however, is how to elect politicians on a platform of get less and pay more, a platform of sacrifice, of tough choices.  I’m not talking about talking about tough choices, but actually making tough choices, choices for the common good. I’m talking about a platform that demands true, unselfish behavior by all.

Action.  I will write to raise awareness. I will post to raise awareness.  I will tweet to raise awareness.  I will speak (if not yell) to raise awareness. I will continue to educate on how to fix it. I will reach out to people who can make a difference.  I will pester them.  I will pester them again.  For my kids and yours, I will not give up.

What will you do?

Starting today I will be sending out a daily tweet (five per week.)  I’ll comment on interesting web content or send a short thought.  The content will be in line with my blog posts — innovation, product development, the economy, people, and teams.

To follow me on Twitter and receive my daily tweets, click this link — @MikeShipulski.  Or, click on the small Twitter icon just above my head.

Please forward this note to those that may want to get my tweets.

Mike

Your product costs are twice what they should be. That’s right. Twice.

You don’t believe me. But why? Here’s why:

If 50% cost reduction is possible, that would mean you’ve left a whole shitpot of money on the table year-on-year and that would be embarrassing. But for that kind of money don’t you think you could work through it?

If 50% cost reduction is possible, a successful company like yours would have already done it. No. In fact, it’s your success that’s in the way. It’s your success that’s kept you from looking critically at your product costs. It’s your success that’s allowed you to avoid the hard work of helping the design engineering community change its thinking. But for that kind of money don’t you think you could work through it?

Even if you don’t believe 50% cost reduction is possible, for that kind of money don’t you think it’s worth a try?

The notion of a unifying theory is tantalizing – one idea that cuts across everything. Though there isn’t one in manufacturing, I think there’s something close: Design simplification through part count reduction. It cuts across everything – across-the-board simplification. It makes everything better. Take a look how even HR is simplified.

HR takes care of the people side of the business and fewer parts means fewer people – fewer manufacturing people to make the product, fewer people to maintain smaller factories, fewer people to maintain fewer machine tools, fewer resources to move fewer parts, fewer folks to develop and manage fewer suppliers, fewer quality professionals to check the fewer parts and create fewer quality plans, fewer people to create manufacturing documentation, fewer coordinators to process fewer engineering changes, fewer RMA technicians to handle fewer returned parts, fewer field service technicians to service more reliable products, fewer design engineers to design fewer parts, few reliability engineers to test fewer parts, fewer accountants to account for fewer line items, fewer managers to manage fewer people.

Before I catch hell for the fewer-people-across-the-board language, product simplification is not about reducing people. (Fewer, fewer, fewer was just a good way to make a point.) In fact, design simplification is a growth strategy – more output with the people you have, which creates a lower cost structure, more profits, and new hires.

A unifying theory? Really? Product simplification?

Your products fundamentally shape your organization. Don’t believe me? Take a look at your businesses – you’ll see your product families in your org structure. Take look at your teams – you’ll see your BOM structure in your org structure. Simplify your product to simplify your company across-the-board. Strange, but true. Give it a try. I dare you.

I looked back at 2010 and put together the list of things I shipped. (I got the idea from Seth Godin.)  I made the list for me, to make sure I took some time to feel good about me and my work.  I do.

I want to share the list with you (because I’m proud of it).  So here it is:

65 posts (goal was 52)

4 articles –

• Cured Offshoring (Machine Design)
• Did Modular Design (Mechanical Engineering Magazine)
• Controlled Controller Design (Design2Part)
• Went Back to Basics with DFMA (Knovel)

Workshop on DFMA Deployment

Keynote presentation DFMA Forum

Started a LinkedIn working group on Systematic DFMA Deployment

Pretended to be a country

Wrote an obituary for Imagination

Sought out Vacation’s killer

Put out a warrant on Dumb-Asses

Wrote about balsamic vinaigrette

Looked into the DoD’s affordability eyeball

Told Secretary of Defense Gates how to save $50 billion (He hasn’t returned my calls.)

I hope you had a good year as well.  Mike

Sometimes we engineers know the answer before the question, sometimes we know the question’s wrong before it’s asked, and sometimes we’re just plain pig-headed. And if we band together, there’s no hope of changing how things are done. None. So, how to bring new thinking to the engineering community? In three words: WHAT, WHY, HOW.

WHY – Don’t start with WHAT. If you do, we’ll shut down. You don’t know the answer, we do. And you should let us tell you. Start with WHY. Give us the context, give us the problem, give us the business fundamentals, give us the WHY. Let us ask questions. Let us probe. Let us understand it from all our angles. Don’t bother moving on. You can’t. We need to kick the tires to make sure we understand WHY. (It does not matter if you understand WHY. We need understand it for ourselves, in our framework, so we can come up with a solution.)

WHAT – For God’s sake don’t ask HOW – it’s too soon. If you do, we’ll shut down. You don’t know the answer, we do. And, if you know what’s good for you, you should let us tell you. It’s WHAT time. Share your WHAT, give us your rationale, explain how your WHAT follows logically from your WHY, then let us ask questions. We’ll probe like hell and deconstruct your WHY-WHAT mapping and come up with our own, one that makes sense to us, one that fits our framework. (Don’t worry, off-line we’ll test the validity of our framework, though we won’t tell you we’re doing it.) We’ll tell you when our WHY-WHAT map holds water.

HOW – Don’t ask us WHEN! Why are you in such a hurry to do it wrong?! And for sanity’s sake, don’t share your HOW. You’re out of your element. You’ve got no right. Your HOW is not welcome here. HOW is our domain – exclusively. ASK US HOW. Listen. Ask us to explain our WHAT-HOW mapping. Let us come up with nothing (that’s best). Let us struggle. Probe on our map, push on it, come up with your own, one that fits your framework. Then, and only then, share how your HOW fits (or doesn’t) with ours. Let us compare our mapping with yours. Let us probe, let us question, let us contrast. (You’ve already succeeded because we no longer see ours versus yours, we simply see multiple HOWs for consideration.) We’ll come up with new HOWs, hybrid HOWs, all sorts of HOWs and give you the strengths and weaknesses of each. And if your HOW is best we’ll recommend it, though we won’t see it as yours because, thankfully, it has become ours. And we’ll move heaven and earth to make it happen. Engineering has new thinking.

Whether it’s my favorite new thinking (product simplification) or any other, the WHY, WHAT, HOW process works. It works because it’s respectful of our logic, of our nature. It fits us.

Though not as powerful a real Vulcan mind meld, WHY, WHAT, HOW is strong enough to carry the day.