Dan Heath

I think that's right. I think that's right. Like the receiving area story where it was taking them three days to deliver within the hospital. I think what happened there is, you know, the muckety mucks in the hospital had gotten enough complaints with people that were frustrated. Hey, we can't get our medicines and our gloves on time. And that they brought in a new person. And that was the spark.

I think that's right. I think that's right. Like the receiving area story where it was taking them three days to deliver within the hospital. I think what happened there is, you know, the muckety mucks in the hospital had gotten enough complaints with people that were frustrated. Hey, we can't get our medicines and our gloves on time. And that they brought in a new person. And that was the spark.

I don't think it always takes that. I mean, that would be kind of depressing if, you know, a new boss was the answer. But I think there often does need to be a new catalyst.

I don't think it always takes that. I mean, that would be kind of depressing if, you know, a new boss was the answer. But I think there often does need to be a new catalyst.

I don't think it always takes that. I mean, that would be kind of depressing if, you know, a new boss was the answer. But I think there often does need to be a new catalyst.

well here's something that's interesting about that story which is i think a lot of the things that they had done unwittingly were motivated by by good goals like i'll give you an example they had a lot of batch processes baked into the way they handled things and you know batch processes are great sometimes like we nobody

well here's something that's interesting about that story which is i think a lot of the things that they had done unwittingly were motivated by by good goals like i'll give you an example they had a lot of batch processes baked into the way they handled things and you know batch processes are great sometimes like we nobody

well here's something that's interesting about that story which is i think a lot of the things that they had done unwittingly were motivated by by good goals like i'll give you an example they had a lot of batch processes baked into the way they handled things and you know batch processes are great sometimes like we nobody

puts one spoon at a time in the dishwasher and then runs it and puts in a fork. I mean, we load it up, right? It's a batch or the same thing with laundry. And so batch processes can work wonders for efficiency. And so that was the thinking behind some of the things they had done. Like, for instance,

puts one spoon at a time in the dishwasher and then runs it and puts in a fork. I mean, we load it up, right? It's a batch or the same thing with laundry. And so batch processes can work wonders for efficiency. And so that was the thinking behind some of the things they had done. Like, for instance,

puts one spoon at a time in the dishwasher and then runs it and puts in a fork. I mean, we load it up, right? It's a batch or the same thing with laundry. And so batch processes can work wonders for efficiency. And so that was the thinking behind some of the things they had done. Like, for instance,

when FedEx and UPS would pull up, lay some packages down, and then they would kind of wait until there was a pile of packages before they did the first level of processing. Maybe it was zapping the packages into the inventory system or whatever. And then maybe they'd let a second pile build up before they did the next thing. Maybe it's stickering the boxes with their destination and the hospital.

when FedEx and UPS would pull up, lay some packages down, and then they would kind of wait until there was a pile of packages before they did the first level of processing. Maybe it was zapping the packages into the inventory system or whatever. And then maybe they'd let a second pile build up before they did the next thing. Maybe it's stickering the boxes with their destination and the hospital.

when FedEx and UPS would pull up, lay some packages down, and then they would kind of wait until there was a pile of packages before they did the first level of processing. Maybe it was zapping the packages into the inventory system or whatever. And then maybe they'd let a second pile build up before they did the next thing. Maybe it's stickering the boxes with their destination and the hospital.

And so the thinking was, this is making us more efficient because When we get around to stickering the boxes, like we can go slap, slap, slap, slap, slap, slap, slap, and do 20 of them at once. But what the new guy realizes is that no, no, no, this is not a system where you need batch processes.

And so the thinking was, this is making us more efficient because When we get around to stickering the boxes, like we can go slap, slap, slap, slap, slap, slap, slap, and do 20 of them at once. But what the new guy realizes is that no, no, no, this is not a system where you need batch processes.

And so the thinking was, this is making us more efficient because When we get around to stickering the boxes, like we can go slap, slap, slap, slap, slap, slap, slap, and do 20 of them at once. But what the new guy realizes is that no, no, no, this is not a system where you need batch processes.

Like he completely changes their mental model and says, I want you to imagine letting packages flow like a river. And so our job is to help packages flow from the delivery trucks through our system to their places in the hospital. Our job is to remove friction, to remove delays. And it's like once they put on those lenses, they were able to reimagine the way that they work.

Like he completely changes their mental model and says, I want you to imagine letting packages flow like a river. And so our job is to help packages flow from the delivery trucks through our system to their places in the hospital. Our job is to remove friction, to remove delays. And it's like once they put on those lenses, they were able to reimagine the way that they work.

Like he completely changes their mental model and says, I want you to imagine letting packages flow like a river. And so our job is to help packages flow from the delivery trucks through our system to their places in the hospital. Our job is to remove friction, to remove delays. And it's like once they put on those lenses, they were able to reimagine the way that they work.