Full transcript
0:00but you've got to a machine every little
0:02piece because like human nature is to do
0:09is to have variety right
0:11but machines don't like variety like
0:15Henry Ford bit all the other car
0:18companies back in the day because they
0:20would literally have a team build a car
0:23from start to finish and then they'd
0:24finish it then this team would start
0:26from start to finish again whereas Henry
0:28Ford just had one person putting on one
0:30bolt went along one other thing the
0:32other person put on another bolt and it
0:34actually was so extreme if you watch a
0:36documentary on it that Henry Ford had
0:40learned every motion a human body must
0:43go through to create a Model T Ford so
0:48every movement a human being had to make
0:50he like knew what it was and he docta
0:53mised it and processed it and he made
0:56sure that he even looked it like well
0:58other companies got a team to build an
1:01entire cart from start to finish which
1:02took weeks Henry Ford even tried it when
1:05he had one person like lathe in a
1:08machine like a particular part and then
1:11fixed that part to the car so two jobs
1:14but lay that fix it then he thought what
1:17if one person just lathes all day and
1:19one person just fixes it all day so he
1:22took it to the extreme and he found out
1:24that they were like 300% more efficient
1:27when they only had to do one thing
1:29because when you when you have to like
1:31lathe and then you have to change gears
1:34and think about okay now we're changing
1:36it to fixing it to the car but when all
1:38you do is laid you just it becomes
1:41automatic you don't even have to think
1:43about what you're doing it just could
1:44just somehow just starts happening and
1:46you never have to stop and think or
1:48change gears so that's how you want to
1:51think with your business how can you
1:52make it so that a person doesn't have to
1:56think much in your team and that most of
1:58their time is spent just doing doing
2:01doing doing doing doing doing that high
2:03value thing and they never have to think
2:04about what to do and they never have to
2:07change gears or research how to do
2:09something and then do it you just want
2:11them to be just be bang bang
2:13because that's how you're going to make
2:15any time that a human being is not doing
2:19the thing it's inefficient all right and
2:22if you want to see another extreme
2:23example of this it's Amazon
2:25so therefore filament centers the people
2:29who walk around in those centers in like
2:30and like put items and boxes they can't
2:34get machines to do those yet because
2:36it's too complicated so it's still human
2:38beings packaging the boxes and then
2:41putting them on the belt and then the
2:42Machine does the rest but just to get
2:45the most efficiency out of the humans
2:47they have a handheld computer and it
2:49tells them exactly where to go and it
2:52seems like aisle six let's get this and
2:54then it has a countdown clock so the
2:56mission if the computer knows how long
2:58it takes to walk there at that pace and
3:01pack it and there's a countdown clock
3:02and for everything if they have to go to
3:04the if they want to go to the bathroom
3:06they press bathroom counts down how long
3:07they've got before they get back if
3:09they're in the bathroom for too long
3:11it starts optimizing the other people
3:13and maybe it's going to call someone
3:14back in because Amazon fulfills about
3:18like 10,000 orders a second so you
3:20mention how much of a shitstorm would
3:23happen if they just slowed down for a
3:25minute
3:26you can't that machine has to be so well
3:29optimized that if they have a day off
3:31they can never catch up in a year so
3:34there is no room for error so even with
3:37all of their it made me think like man
3:40that is like that is optimization right
3:44like even the people who are getting
3:47paid the least in the fulfillment
3:50centers are more productive than people
3:52like that are paid huge amounts of money
3:55that's how Amazon has that sort of
3:57efficiency because they're making sure
4:00that every component and the machine is
4:02doing the work all the time at the best
4:04level and that's what you want to think
4:09about with your business too and like
4:12Dan was saying before that you know they
4:14had a way that when people would book a
4:17strategy session they'd get their sales
4:19rep to immediately call them up and
4:21confirm that they'd booked but then he
4:23said but sometimes the person was just
4:25like oh we can do the call now
4:26and he said that good results with that
4:28so why don't we do that instead of the
4:30structured rigid model that we've
4:32created well it's because that starts
4:35breaking as soon as you put scale into
4:37it because now you can't schedule your
4:40sales rep because they may or may not
4:42end up doing the sales call with that
4:45person we don't know we can't predict it
4:47that call may go for ten minutes or an
4:51hour we can't predict it there and the
4:53person has to think and like as soon as
4:56we get into that it's unpredictable and
4:59we can't maximize that reps efficiency
5:02for each day so with the strategy
5:04session model we're trying to make sure
5:06every rep does eight sales calls with a
5:09qualified person on the hour every hour
5:11and five or six days a week and if they
5:16are doing that we are squeezing every
5:17ounce of efficiency out of that out of
5:20each rep right but as soon as we start
5:23doing something a bit custom and bespoke
5:24it blows the whole machine up you don't
5:28need a mention if one of those Amazon
5:29Fulfillment people just thought maybe
5:31I'll just grab a sandwich today then
5:33listen to this song and then go to the
5:35bathroom and then take the different
5:37route right because they feel like it
5:39the whole system would break down
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