Posts tagged “process”

Supermarket tales

I’ve been doing fieldwork for the past couple of weeks, which often means stopping in at a variety of grocery stores for quick bites to eat or bathroom breaks.

In making the rounds, I saw a couple of things I thought were worth sharing.

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Andronico’s, Berkeley

I thought this was an interesting way to extend the function of the mirror, and a good reminder of how much more you gain from feedback when it’s deployed at just the right time and place in a process.





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Whole Foods, San Francisco

This was without question the most fragrant cheese counter I’ve ever encountered. I was standing with my back to it, looking at the fruit, and I kept thinking something was wrong somewhere. I finally turned around and understood what I’d been smelling.

Who’s thinking about the customer experience here? What would some alternatives be? Put it near the fish? Or how about near the flowers! A giant plastic dome over the whole thing? Perhaps an information station explaining why cheese can sometimes be stinky…

ChittahChattah Quickies

  • Wired on the big big money being made selling virtual items in online games – With about 30 workers on staff, Liu was able to keep a gold-farming setup running around the clock. While the night shift slept upstairs on plywood bunks, day-shift workers sat in the hot, dimly lit workshop, each tending three or four computers. They were "playing" World of Warcraft, farming gold at an impressive clip by hunting and looting monsters, their productivity greatly abetted by automated bots that allowed them to handle multiple characters with little effort. They worked 84-hour weeks, got a couple of days off per month, and earned about $4 a day, which even for China was not a stellar wage.
  • Wired on Ray Ozzie and cultural change at MSFT: At first, the skunk works-like nature of Ozzie's operation engendered suspicion and resentment – Previously, a big part of any development team at Microsoft was making sure its new product worked in lockstep with everything else the company produced. While that approach avoided annoying conflicts, it also tended to smother innovation. "This philosophy of independent innovation…is something Ray pushed very strongly," Ozzie's approach was to encourage people to rush ahead and build things. Then he'd have a team of what he calls the spacklers fill in the gaps and get things ready for release.
    He spent a lot of time on the physical workspace for his team. He had workers rip down the labyrinthine corridors on one floor and called in architects to create a more open design. Now, walking into the Windows Live Core group is like leaving Microsoft and visiting a Futurama set. Office windows open onto hallways so that quick eye contact can trigger spontaneous discussions. Whiteboards are everywhere. Pool tables, mini-lounges, and snack zones draw people toward the center of the space.

You Say You Want a Revolution . . .

Alan Cooper spoke earlier this week at a meeting of the San Francisco Interaction Design Association chapter. Cooper talked about programming as a craft, and Interaction Designers as potential facilitators of that craft within the business world.

Cooper is advocating what he calls an “insurgency of quality,” which he describes as being about how software design and production processes can and should be evolving-specifically, increasing the time spent refining products before they’re released as “finished.”

It’s an old carpenters’ adage to “measure twice, cut once.” The current software production model Cooper is speaking out against might be described as: measure once, cut once, ship once, repeat all steps for version 2.

Based on the insurgency Cooper is advocating, in which Interaction Designers and Programmers would take more time to get it right before a product goes to market, the development model would become: measure twice, cut twice (e.g. validate and iterate), ship once. The idea being that what gets shipped would be of higher quality then what generally gets produced in the current way, which prioritizes time-to-market.

We work with a lot of clients who are operating within very tight timelines. I’d be curious to know what kinds of successes and failures Cooper and his firm’s consultants have been having with their clients in trying to implement this new development model on actual projects. Are the Cooper folks finding that client organizations are ready, willing and able to add more development time to the front end? If not, what kinds of strategies are working and not working in trying to encourage that kind of change?

A lot of theoretical revolutions break down or dissolve when they meet real world complexities and constraints. It would be great to have some stories detailing how the ideas Cooper is advocating are getting played out in real project engagements.

User-Centered Government


Student Protest, Bonny Doon, CA 1987

Today is the 5th anniversary of the current US military involvement in Iraq. I heard Army Major General Mark Hertling speaking on NPR this week about helping members of Iraq’s central government figure out what people in the different provinces really want and need.

“We call it reverse helicopter governance – bringing the ministers to the provinces.”

This starts to sound a lot like the kinds of contextual research we use to inform product design. Going out and talking with users in their own environments. Seeing what people’s needs really are, rather than making assumptions.

There’s been a thorny debate in the Anthropology community about doing anthropological work in military contexts, but this is a different type of situation. Hertling is talking about facilitating Iraqi ministers to do contextual research on the people they are charged with serving as government officials.

What would it look like to take a further step, and take a design approach to creating a “user-centered government?”

One important aspect of design is a spirit of playfulness-in the sense of “serious play.” A spirit of willingness to reassess the meaning of a problem and the range of possible solutions. To prototype rapidly and try multiple approaches.

Michael Schrage, the author of Serious Play states that

“…the real value of a model or simulation may stem less from its ability to test a hypothesis than from its power to generate useful surprise.”

Ideation and design processes have been used to solve some pretty complex problems. Steve wrote last year about introducing empathy and user-centered design into government. Participatory processes and contextual inquiry have become much more prevalent in development work.

What could be done to bring more of the spirit of serious play to bear on the ways that problems like civil and international conflicts are framed and addressed?

If only fixing the easy problems was that easy

The problems in getting San Francisco high school students to use the separate line for free lunches in San Francisco is not surprising

Lunchtime “is the best time to impress your peers,” said Lewis Geist, a senior at Balboa and its student body president. Being seen with a free or reduced-price meal, he said, “lowers your status.”

School officials are looking at ways to encourage more poor students to accept government-financed meals, including the possibility of introducing cashless cafeterias where all students are offered the same food choices and use debit cards or punch in codes on a keypad so that all students check out at the cashier in the same manner.

Only 37 percent of eligible high school students citywide take advantage of the subsidized meal program.

Many districts have a dual system like the one at Balboa: one line for government-subsidized meals (also available to paying students) and other lines for mostly snacks and fast food for students with cash. Most of the separate lines came into being in response to a federal requirement that food of minimal nutritional value not be sold in the same place as subsidized meals – which must meet certain nutritional standards.

It’s frustrating to encounter situations when the owners of the system understand explicitly why their target customers aren’t adopting their product or service, but are unable to make the changes necessary to reach those customers. In this case, the schools are morally (and legally, perhaps) obliged to provide this service in an accessible fashion, but politics and bureaucracy get in the way. It’s not as if the schools are noting “hmm, no one seems to be eating our free lunches. We have no idea why that is. And even if we knew, we’d have no idea how to fix it!”

I first learned about wicked problems from Adam Richardson who described simple problems as those where both the problem and the solution are known, and complex problems as those where the problem is known but the solution is not. In wicked problems, neither the problem nor solution is known. Looking at the school cafeteria itself, we see a simple problem. Looking at the educational institution, there’s a likely wicked problem lurking just out of sight…why haven’t they solved the simple problem?

I’ve seen so many design student projects that solve simple problems without acknowledging the wicked problem that has prevented the adoption of similar solutions for so long. Naive designers so often believe that their solutions for simple problems are so fantastic that they will automatically be adopted but the sad truth is that the real problem isn’t about the lack of solutions.

Germs are in the details

I’ve blogged here and here about good and bad implementations of wipes in grocery stores.

I found another one in Coupeville, WA, the other day.
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Despite the rather industrial graphics, there’s a few improvements. It’s very clearly for cleaning the cart, not your hands (as Safeway suggested).. It’s right next to the carts, so when you take a cart, you use it (rather than located near the exit, at Safeway). And should the Red Apple employees fail to maintain the display, there’s at least an encouraging reminder to the customer that they should ask to have it replenished.

This is no iPhone, it’s not a radical innovation, but it’s a definite response to a need, and tracking how it is and isn’t being dealt with is enlightening. First, one has to understand the need. Then one has to develop a solution. Then the solution must be implemented. Properly. Effectively. And throw in iteration, for fun. The fact that something as simple as this fails around solution/implementation at a major chain like Safeway tells you something about the organizational barriers to even the most mild of innovations.

Iteration is Innovation

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One of our recent clients, MediaMaster just launched their product, that “lets you store all your music on the internet and play it from any internet-connected device.”

Their path from idea to launch has been a fascinating one (and I don’t know most of it, I’m sure). They came to this with a hand-coded technology to rip (via a CD jukebox) many albums in sequence, sort of a mass-scanning technology for CD ripping. But if you are going to rip the same albums over and over again, it’s time- and cost-effective to simply already have a copy of them already ripped and rather than rip, why not just check liner bar codes for proof of ownership and download the songs already on hand? And since the songs are already online, why not tie it to purchase of a new CD, and why not keep the music online permanently?

They dealt with a crazy mess of technological afforandances, changes of behaviors, retail and other partnership challenges and on and on. We did an online survey with some concepts, and then took concept boards out into homes to talk to different types of hypothesized target customers.

The product development process deals with a lot of moving targets, but startup folks deal with an excess of that challenge, collating input and constraints from so many quarters, it must make them crazy.

I’m excited to see the product launch, and to see where they’ve ended up with it, given where we were at during those rounds of research. I don’t know their business model, since the service is free right now. It’ll be fun to watch what happens with it and see if they make it succeed.

genchi genbutsu – that’s Toyota for “user research”

There’s tons of good stuff on business/manufacturing/processes/marketing/company culture/innovation in the fantastic article about Toyota from the Sunday NYT magazine. I’ve picked just a bit to share here.

Toyota’s chief engineers consider it their responsibility to begin a design (or a redesign) by going out and seeing for themselves – the term within Toyota is genchi genbutsu – what customers want in a car or a truck and how any current versions come up short. This quest can sometimes seem Arthurian, with chief engineers leading lonely and gallant expeditions in an attempt to figure out how to beat the competition. Most extreme, perhaps, was the task Yuji Yokoya set for himself when he was asked to redesign the Sienna minivan. He decided he would drive the Sienna (and other minivans) in every American state, every Canadian province and most of Mexico. Yokoya at one point decided to visit a tiny and remote Canadian town, Rankin Inlet, in Nunavut, near the Arctic Circle. He flew there in a small plane, borrowed a minivan from a Rankin Inlet taxi driver and drove around for a few minutes (there were very few roads). The point of all this to and fro, Jeff Liker says, was to test different vans – on ice, in wind, on highways and city streets – and make Toyota’s superior. Curiously, even when his three-year, 53,000-mile journey was finished, Yokoya could not stop. One person at Toyota told me he bumped into him at a hotel in the middle of Death Valley, Calif., after the new Sienna came out in 2004. Apparently, Yokoya wanted to see how his redesigned van was handling in the desert.

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The way a farmer uses a truck is different from the way a construction worker does; preferences in Texas (for two-wheel drive) differ from those in Montana (for four-wheel drive). Truck drivers have diverse needs in terms of horsepower and torque, since they carry different payloads on different terrain. They also have variable needs when it comes to cab size (seating between two and five people) and fuel economy (depending on the length of a commute). In August 2002, Obu and his team began visiting different regions of the U.S.; they went to logging camps, horse farms, factories and construction sites to meet with truck owners. By asking them face to face about their needs, Obu and Schrage sought to understand preferences for towing capacity and power; by silently observing them at work, they learned things about the ideal placement of the gear shifter, for instance, or that the door handle and radio knobs should be extra large, because pickup owners often wear work gloves all day. When the team discerned that the pickup has now evolved into a kind of mobile office for many contractors, the engineers sought to create a space for a laptop and hanging files next to the driver. Finally, they made archaeological visits to truck graveyards in Michigan, where they poked around the rusting hulks of pickups and saw what parts had lasted. With so many retired trucks in one place, they also gained a better sense of how trucks had evolved over the past 30 years – becoming larger, more varied, more luxurious – and where they might go next.

Obu’s team, which drew on hundreds of engineers, ultimately produced a pickup model with 31 variations that include engines, wheelbases and cabs of different sizes. Design engineers, however, cannot simply create the best truck they can; they need to create the best truck that can be built in a big factory. In other words, Tundra’s design engineers had to confer with Tundra’s manufacturing engineers at every step of the way to create a truck – or 31 trucks, really – that could be assembled efficiently and systematically.

The World According To Sesame Street

Last night I started watching The World According To Sesame Street. I say started, because while it was interesting, it wasn’t all that entertaining, and I eventually gave up. The film deals with the various international co-productions they’ve set up in other countries, and how they tune their tried-and-tested approach to the various local cultures by involving people from those cultures to create with them. The idea of the film is fantastic, but it was a little too heavy on the earnestness, looking at how wonderful these places are despite all their hardship due to poverty, civil war, or AIDS. It may have just been my mood, though.

Great quote about their process:

Because of the way that we work which is to basically to repeat the experiment that we did in the United States in 1968, which is identifying what the needs are and then coming up with some sort of curriculum that addresses those needs, and then bringing together researchers and creative people to produce a show that does, we rely very heavily on local people.

Here are some images of various versions of the show in different countries.

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Industrial-grade Smoothing



Orinda, BART, Late Night Originally uploaded by DCVoyager.



This SF Chron article describes a weird piece of behind-the-scenes infrastructure – the nightly grinding of the rails on the BART system (emphasis here is on reducing the squealing noise but presumably there are other safety and function reasons)

“But we don’t do that. We have to grind the rails.”

And that can be done only in the middle of the night, roughly between the hours of 1 and 4 a.m., when the passenger operation is shut down for the day to allow for track inspections and maintenance. It’s one of the reasons BART doesn’t operate on a 24-hour schedule.

Each night, crews smooth about 1 mile of track, just a sliver of the 104-mile system. It sometimes can take a dozen or more passes along one small section to get the track “just right,” said Dave Alves, who has worked the job for eight years.

On a recent night, Alves was the track man. Like a tailor judging a fine piece of fabric, he relies a lot on touch to determine how the track should be reshaped. He creates a grinding pattern based on the track’s marred surface and keys it into a computer that controls 20 grinding stones attached to the belly of a specially made railcar.

“Sometimes we may do 18 or 20 patterns on one piece of rail.”

They’ve got one car to do this task, and it’s a decade old. A new car takes more than a year to build (at a cost of $3M) since the BART rail size/width is non-standard.

Thought this was an interesting process story; the slow, non-automatic, manual nature of the task, and the analogous challenges in creating the tool for this task.

Netflix process

The New Yorker has a nifty-yet-brief piece of observational research on part of the Netflix process; incoming envelopes unloaded and outgoing ones loaded.

forty employees (“associates,” in Netflix parlance) are ready for work. The majority are women who were born in Africa and in Asia. At 6:30 A.M., they sit down in ergonomic chairs and begin the process known as “rental return.” An associate tears open an envelope that contains a sleeve enclosing a disk, tosses the empty envelope into a recycling bin, removes the DVD from its sleeve, checks the title on the DVD (when “Black Dog” arrives in a sleeve for “The Triangle,” the mismatched sleeve is discarded and “Black Dog” is re-sleeved), checks the condition of the sleeve (those with coffee stains or other evidence of having been used as coasters will also be replaced), checks the condition of the DVD (for scratches and cracks), and extracts customer notes (“THROW THIS DAMN DISK AWAY. IT DOES NOT WORK AFTER EPISODE 2, CHAPTER 4!”). Fingers flying and heads swivelling, the women each open between four hundred and fifty and eleven hundred and fifty returned rentals an hour.

Writing, Briefly

Paul Graham on Writing, Briefly

here’s the short version: Write a bad version 1 as fast as you can; rewrite it over and over; cut out everything unneccessary; write in a conversational tone; develop a nose for bad writing, so you can see and fix it in yours; imitate writers you like; if you can’t get started, tell someone what you plan to write about, then write down what you said; expect 80% of the ideas in an essay to happen after you start writing it, and 50% of those you start with to be wrong; be confident enough to cut; have friends you trust read your stuff and tell you which bits are confusing or drag; don’t (always) make detailed outlines; mull ideas over for a few days before writing; carry a small notebook or scrap paper with you; start writing when you think of the first sentence; if a deadline forces you to start before that, just say the most important sentence first; write about stuff you like; don’t try to sound impressive; don’t hesitate to change the topic on the fly; use footnotes to contain digressions; use anaphora to knit sentences together; read your essays out loud to see (a) where you stumble over awkward phrases and (b) which bits are boring (the paragraphs you dread reading); try to tell the reader something new and useful; work in fairly big quanta of time; when you restart, begin by rereading what you have so far; when you finish, leave yourself something easy to start with; accumulate notes for topics you plan to cover at the bottom of the file; don’t feel obliged to cover any of them; write for a reader who won’t read the essay as carefully as you do, just as pop songs are designed to sound ok on crappy car radios; if you say anything mistaken, fix it immediately; ask friends which sentence you’ll regret most; go back and tone down harsh remarks; publish stuff online, because an audience makes you write more, and thus generate more ideas; print out drafts instead of just looking at them on the screen; use simple, germanic words; learn to distinguish surprises from digressions; learn to recognize the approach of an ending, and when one appears, grab it.

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