No One Sends Mail to the Mailman

I quite liked the Mexican movie Cartas a Elena.

It’s a melodramatic picture with gentle and moving parts. Story about a mailman in Chihuahua. Or, perhaps more generally, about the act of deliverance. With a dose of magical realism. The old people in the sierra tarahumara, to whom the mailman delivers the mail on foot, are mostly illiterate so they need their mail read to them and require help getting their own letters written down. Unfortunately, they keep getting nothing but bad and painful news from loved ones living in the US.

The mailman has a long-lost son who never writes until finally one day he seemingly receives a letter from his son, believes he has been forgiven, and dies suddenly but happily. As it turns out, the letter has been written by a young boy, who the mailman had adopted earlier. The boy is so saddened by the bad (or lack of) news for those around him, that he decides to use his imagination and make the letters appear more positive and optimistic. The old people end up being much happier and begin to prefer being fooled by the boy rather than having to cope with the steady stream of hardship in the actual letters.

There’s much more to it, in a fairy tale kind of way. There’s some lovely storytelling in this movie – and beautiful scenery. Some of the acting is a bit over the top and appeals perhaps more to soap operatic sensibilities but generally works very well here. A few scenes are over the top of that top and require moments of severe patience but they are fairly limited.

There are some beautiful panoramic shots in the movie of the barranca del cobre (Copper Canyon), a canyon system in the Sierra Madre larger and deeper than the Grand Canyon.

Many years ago I had a good friend CG, the badass drummer for the Sun City Girls, who sadly passed away 5 years ago. He was the one who first told me stories about the canyon and the Tarahumara runners. He had read “The Peyote Dance“by Antonin Artaud, one of the most amazing pieces of drug literature ever written. CG would retell all those stories to me in excited monologues that would also include mysterious facts about Haitian voodoo drumming. At some point, I found a book by the anthropologist John Kennedy on the “Tarahumara of the Sierra Madre” full of fascinating accounts of beer brewing, running matches, and dealings with Catholic missionaries. I knew I would have to visit one day.

A few years later, my friend JCK and I finally travelled via the Chihuahua al Pacifico train from Los Mochis in Sinaloa to Creel in Chihuahua at the top of the barranca del cobre. From there we (hitch)hiked down to the old, dusty mining town of Batopilas at the bottom of one of the canyons. We saw a decomposing body in the ruins of the old Jesuit mission in Satevo (a stop on the Camino Real), saw airstrips for opium poppy transhipments, endured bloody cockfights, and played pool games with pistola toting cartelitos in a local dive.

The landscape in the movie was instantly familiar to me. The scene below, I believe, was taken near the popular lookout in Divisadero. Good movie, nice memories.

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Systems Engineering

Systems engineering focuses on the many interdependencies of various elements in complex systems. Below is an interesting illustration. Lean practitioners will recognize the importance of “hidden processes.”

On an old episode of “This American Life,” a program produced by Chicago Public Radio and hosted by Ira Glass, Jim Bodman, chairman and CEO of Vienna Sausage Manufacturing Company in Chicago, related this story about the company’s move to a new production facility.

“In 1970 the company built a state-of-the- art plant on Chicago’s north side. This plant replaced the old site on the south side of the city. The old site was a maze of buildings on one block, acquired over seventy years as the company grew.

As Bodman tells the story the new production site was state-of-the-art, stainless steel, with perfect refrigeration capability and a shiny clean building where the company produced their popular natural, old-world hickory-smoked sausage. But something unexpected happened when the company started producing their sausages in the new facility. They simply weren’t as good. They tasted okay, but they didn’t have the same snap when you bit into them and the color was wrong: slightly pink instead of the trademark bright red.

What was wrong? The employees and managers worked to find the flaw. The ingredients were the same—the same spices, same production process. They thought maybe the temperature in the smokehouse was wrong. Maybe the water on the north side of Chicago was different than the water on the south side. For a year and a half they wracked their brains, but nothing checked out as the culprit.

One night, in a local bar, a bunch of the production guys were talking about an employee who had been with the company for years: Irving. Irving was the kind of guy who knew everyone in the facility and even had nicknames for everybody. Irving’s job was to deliver the sausages on racks from a cold storage room to the smokehouse. In the old facility Irving would weave his way through a maze of hanging bins, past the boiler room, past the tanks where they cooked the corned beef, finally up an elevator to the smokehouse where the sausages were cooked.

Suddenly a light bulb went off. There was no Irving. Irving hadn’t made the trip to the new facility—he didn’t want to commute across town. As a result, the sausages didn’t make the half-hour trip through the network of hallways where (as it turned out) they would get slightly warm before they were cooked. In the new facility the sausages were kept in a cold room until they were cooked in the smokehouse right next door. Irving’s trip was the “secret ingredient” that made the sausages red and snappy.
The company’s final solution was to build a new room next to the smokehouse where they could emulate the old conditions—graduallywarming the sausages before they were smoked. They had to create a physical space that simulated Irving.

Here was an example of a sometimes “hidden” process in action. The company had done everything right, built their dream factory where they thought everything was perfect. But something totally unanticipated, unplanned for—and unexamined—had conspired to change the product. Sometimes, even when you’re successful, you don’t know why.

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The Customer Is a Clueless King

In an article in the NYT covering the first day of the Apple-Samsung court case over smartphone patents, I came across these two paragraphs:

One other witness from Apple, Philip Schiller, the company’s senior vice president of worldwide marketing, briefly took the stand before the court adjourned for the day. He was asked about influences on the company’s products.

“We don’t use any customer input in the new product process,” Mr. Schiller said. “We never go and ask the customer, ‘What feature do you want in the next product?’ It’s not the customer’s job to know. We accumulate that information ourselves.”

That last quote is something software developers, designers, and anyone else tasked with gathering customer requirements should really take to heart. Yes, the customer is always king, but that doesn’t mean that the king can coherently articulate what he wants. To please the king, sometimes it takes a bit of ‘benevolent tyranny.’

This reminded me of a well-known TED talk by Malcolm Gladwell on “Choice, happiness, and spaghetti sauce” in which he essentially makes the point that people don’t really know what they want when the thing they want doesn’t yet exist.

In that talk, Gladwell also mentions this lovely, apparently Yiddish, saying: “To a worm in horseradish, the world is horseradish.” I assume this does not mean the sauce, but the plant in the soil. Regardless, horseradish is, especially to a worm, an irritant and so this is to say the worm can’t dream of a life free of the pain it has always known.

Which I guess is the same point as above.

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