Mel Brooks fans will remember Spaceballs, his jocular jibe at the Star Wars epic. In pursuit of a rebel ship, evil Lord Dark Helmet (Rick Moranis) orders his crew to accelerate their craft beyond the speed of light to “ludicrous speed.” While time travel remains science fiction, our ability to process and transmit data has proceeded apace since I was a young lean dude. In college we expressed data transmission speed as a baud rate, a unit of measure roughly equivalent to one alphanumeric character per second. Geeks like me sat at Teletype machines watching our computer programs transmit programs at the blazing speed of 32 baud (i.e. 32 characters per second) to a shared computer at Dartmouth College, which then processed that information at a rate expressed in IPS, instructions per second. Information speed was severely limited by the transmission and processing technology of the day. By the time I graduated college however, speed had progressed to MIPS, millions of instructions per second, then to billions, and more recently FLOPS. The trend continues today, bounded only by theoretical limits, towards ludicrous speed.
Fascination with information speed has been with us since 1953 when the first commercial computer was sold. At that time UNIVAC (Universal Automatic Computer) processing speeds averaged 0.002 MIPS. Only a handful of the world’s largest corporations could afford the million-dollar price tag for the twenty-nine thousand pound device that filled a four hundred square-foot room. UNIVAC was the device that coined the term “real-time” defined as the “actual time during which something takes place” plus a few more MIPS for processing. No doubt, the technological breakthrough was amazing, if only visible to a few persons.
However, compare UNIVAC’s real-time stats to the iPhone 6, weighing in at less than five ounces, and fitting easily in a jacket pocket. In a sixty year span, the speed of real-time has increased by nearly 130 million percent. Ludicrous speed! Moreover, smart phones are ubiquitous. Now everyone can have real-time information, not just a few large corporations. So what’s so ludicrous about that?
From a Lean standpoint, there are a number of challenges:
- First, is the barrage of media presented to us every minute of the day. How many emails must I routinely delete each time I handle my smart phone? How many videos do I need to see on, for example, Kanban? YouTube lists 56,600 entries. Which of these is valuable to me? Which represent misinformation? How can I confirm? In reality anybody can post any video today – with ludicrous speed. No doubt, some of these videos will be excellent. But I could sort and sift through the YouTube haystack forever looking for good information.
- Second, the promises of automating Lean are alluring but insidious. For example, say some, do away with those pesky cards (kanbans) and replace with them with real-time kanban. This, unfortunately, separates the information from the material, assuring that the two flows will be out of sync. Moreover, the ‘instantaneous’ information becomes invisible. Cyberspace is not a Gemba. We can’t go there to see queues or delays or problems.
- There is a paradox in the lack of connectedness that has derived from this ludicrous speed of information flow. An increasing number of persons labor under the delusion, for example, that texting is “talking to someone.” At a time when we are finally acknowledging the importance of social science to real Lean transformation, we are at the same time interposing a tool that isolates people, that creates only the illusion of human interaction.
- The ludicrous speed with which we can all whip up professional-looking presentations today has blurred the distinction between looking good and being good. In the immortal words of Dave Lee Roth, “It’s not whether you win or lose, it’s how good you look.” PowerPoint, the original “baffle-them-with-B.S.” application has been around for twenty-five years, but it is quickly being supplanted by a plethora of smartphone apps for 5S, standardized work , Kanban, Kamishibai, and..well…you name it! Why do we do this? Because we can. The words of my old-school TPS teacher are ringing in my ears. Responding to my PowerPoint-drawn value stream map, he replied “Don’t make it pretty, make it accurate.”
- Finally, as with material flow, when we focus primarily on cycle time, those nanoseconds of computer processing and transmission, we lose sight of the often huge stagnation time of computer queues, the automated over-production of information (produced before it is needed), and the total elapsed time for information flow, which includes the batching of information before input and after output. Those times can be truly ludicrous.
I’m admittedly a participant in the information age and I benefit from its ludicrous speed. I use the Internet, for example, to write my posts and revel in the opportunity to pull in links to humorous video, historical background and scholarly articles. But I worry that the ludicrous speed with which I send and receive information today may not be leading to more wisdom.
Please share your thoughts. Do you agree or disagree with the challenges I’ve posed? Can you think of other challenges?
P.S. GBMP has lined up several Shingo Institute workshops this winter and spring. For those who wish to learn how to create and lead sustainable cultures of excellence based on the Shingo Model and its Guiding Principles, we hope you can join one of our exceptional Certified Facilitators at an event near you soon. Read all about the courses and our faciliatators here.
Also, it’s long been a part of my organization’s mission to help build a community of passionate lean practitioners, leaders and learners and we at GBMP are proud of our Membership Mission and program. You can read all about it here. After more than a decade without a change in the annual fee to belong (which has always been an astonishingly low $495 per year for a company-wide membership), dues are going up in March of 2016. Not without additional benefits, we promise. And not without the option to pay the current price to keep the current level of benefits (plus a few new ones). Beat the increase by signing up for or renewing a current membership now so you’ll get all the benefits of our GOLD Membership for the old price.
I recently purchased an old fashioned time clock for our shop. We’ve added an in/out bar to the right edge to punch in the clock. Our engineering labor estimates are inserted as parts in the SolidWorks assembly, so they appear in the BOM. That BOM gets imported to our ordering program and gets costed there. So when the redlined drawing is returned to engineering we have captured all the important data in one place and can then update the 3D models that drive it. The young guys were aghast that we would do this with PAPER! However I expect it will still be quite a while before we can seamlessly capture this data and more importantly make everyone aware of it.
I have a smart phone but don’t get email on it as I need to actually get work done and something had to give. If it is important text me, if it is a matter of life and death call!
Excellent article! Thank you. With regards to the information and flow, I have three tenets:
There is knowledge (raw data capture).
There is discernment (within all of that data what is significantly meaningful).
There is wisdom (best end and most sure means of getting there). The application of wisdom is rarely a one person process, so by its very nature, it requires social interaction.
It is easy to confuse the three and to do them out of sequence.
Thank you Bruce; just when information overload is in its infancy, we seem this insatiable appetite to scroll for more.
I love the 2002 DSL commercial “You have reached the end of the internet; you have seen everything there is to see“. The concept is comical yet frightening at a time when facebook users share 2.5 million pieces of content a minute, and all of our employees may be active contributors.
While we wish our new hires came with a USB port installed in their brain, we struggle with striking the balance between effective face-to-face coaching and mentoring and leveraging the electronic tools that have become the appendage of this and future generations.
Data becomes Big Data, yet “less is more” when it comes to absorbing useful information (as demonstrated in the GBMP TWI training).
Capturing the wisdom of David Bowie, at what point are we “putting out the fire with gasoline” by relying on TMI technology to solve all of our knowledge transfer problems?
I’ll ask Siri.