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Read the following excerpt from Rethink, Chapter 2: The Thinking Behind Rethinking.

When businesspeopletalk about the extraordinary productivity gains of the last decade, the lion’s share of credit typically goes to technology. I protest. Although it’s true that major advances in the machines and soft ware that gather, process, and distribute information have made possible whole new ways of organizing work in a company, business productivity owes just as much to operational design theory. In fact, innovative design concepts such as the time-and-motion studies of the early 1900s, the total quality management(TQM) programs of the ’80s, and the reengineering initiatives of the ’90s led to enormous gains in business efficiency.

Today, we’re poised for another productivity breakthrough, but to take full advantage of it, we need a new and more powerful approach. This book offers precisely that--a groundbreaking way to lift productivity by maximizing the value of your company’s “whats.”

Unit of Analysis: The Task

In his landmark 1776 book, The Wealth of Nations, Scottish philosopher and economist Adam Smith called attention to a revolutionary development in the nature of work in his day. Machines were just beginning to replace manual labor, and most goods were still made by hand, with each worker performing all the operations needed to make the final product. Smith described a far more efficient procedure at a pin factory:

One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations...

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