In a recent interview, quality executive Paul Arrendell delivered a critical message for professionals in healthcare, engineering, and manufacturing, asserting that true productivity stems from smarter systems, not merely faster execution. With over 30 years of leadership at major firms including Abbott Diagnostics and Becton Dickinson, Arrendell's perspective challenges the prevalent sprint-model workflows, highlighting their inadequacy in high-stakes environments.
Arrendell's warning arrives amid a documented productivity crisis. A 2023 McKinsey report revealed that 40% of engineers in healthcare and manufacturing face high deadline pressure, yet only 12% believe it enhances performance. This disconnect is particularly alarming in sectors where errors can lead to product recalls, audit failures, or patient harm. "You can't sprint your way through an FDA inspection," Arrendell stated, emphasizing that reliable systems are essential for guiding teams, catching issues early, and building trust.
The solution, according to Arrendell, lies in implementing simple, scalable, system-based workflows. He advocates for visible processes, shared accountability, and reducing procedural friction. For instance, by transforming complex quality forms into visual checklists with clear deadlines, his teams reduced internal product hold times by 40%. He stresses the importance of tracking where work gets stuck rather than merely measuring time spent. In one case, a team discovered that change approvals took 11 days to clear despite the actual work requiring only two hours; addressing this bottleneck proved more impactful than any productivity tool or deadline pressure.
Arrendell calls for a fundamental shift in how professionals and leaders approach work. He recommends practical steps such as creating shared systems that avoid reliance on "hero mode," turning reports into feedback loops that drive change, and training for deep understanding rather than just task completion. "If your process only works because two people know the shortcuts, it's not a system. It's a ticking clock," he cautioned. This systems-thinking approach aims to foster sustainable performance and reduce the risks associated with fragmented, speed-centric methods.
The implications of Arrendell's insights are significant for industry leaders. Adopting system-based workflows could enhance operational resilience, improve compliance in regulated fields, and ultimately lead to more consistent, high-quality outcomes. As technical fields continue to grapple with pressure and complexity, his emphasis on building robust, scalable systems offers a pathway to not only boost productivity but also mitigate the critical risks that arise when speed overshadows structure.
