By Tom Inglesby

Because of deadlines -- enforced by mean editors who single-handedly keep the bullwhip market floating -- it is hard to respond to letters about one issue before the next issue hits our readers' desks. In January, this new column appeared and about the time we finished the second edition, the letters and e-mail started coming in about the first. Interestingly, the focus of this correspondence was on the name of the column and not the subject matter. So let's try to clarify where "Zen and the Art of Systems" came from and why.

Question: Why Zen? And for that matter, why "Art" and not "Science of Systems?"

Answer: Several years ago, there was a book called "Zen and the Art of Motorcycle Maintenance." That little book had a strong impact on motorcycle shops, I guess, because there were suddenly dozens of "Zen and the Art ..." books on the market. We're just catching up.

Actually, the concept of Zen, which can be summarized as "being one with the elements," is a vital aspect of implementing systems, as any implementor can tell you. Without a conscious effort to put yourself into the flow of information that represents the successful system, it is hard to understand what is going on, what should be going on and, more importantly, how to make it happen. We cannot stand back and be observers of today's complex systems technology and expect to accomplish the impossible: meet the requirements of every user now and in the future. We have to be involved and, it should be emphasized, be part of the whole of the system being designed, developed or deployed.

As for "Art" versus "Science," we hear many practitioners complaining that there is little reason to use science in systems construction these days. It is becoming "plug 'n' play" -- or at least many vendors claim that's the case. With object-oriented languages, fifth-generation programming techniques and intranet browsers taking the lead, integrating system elements is, supposedly, the easiest aspect of the job. Supposedly.

The term "integration" comes into play whenever systems are discussed since the whole rationale for a "system" is that the components are integrated. Otherwise, what we have is a collection, not a system. Here, again, Zen comes into focus. By "being one with the system" we can imagine things that may happen, will happen, can't happen and better not happen. Before they happen. It helps us to make the complex simple when we are part of it instead of a distant observer. Hans Hofman, a Zen master, put it this way: "The ability to simplify means to eliminate the unnecessary so that the necessary may speak." And we had better be listening.

The flow of information throughout a true manufacturing system will make all those attached to it equal -- another factor found in the Zen philosophy. We use the term "empowered" more these days because it has a stronger image, but equal is a good word for the results of a successful system. This isn't to imply that all the users get equal information, but that they have equal access to that which they can't work without. When the elements of a system are integrated closely, information is like the water in a pond, available for all to dip into and take what is needed to slake the thirst of the moment. Think "data warehouse" and "Lake Michigan."

Comment: Sounds like a lot of mystical mumbo-jumbo. What is really needed is a strike team to force the implementation.

Counter-comment: The U.S. Marines adopted the term "Gung-ho" from the Chinese with the somewhat simplified meaning of "working together." Of course, being Marines, they made it into a battlecry, filled with terror-striking enthusiasm. Lots of companies have adopted this approach. Most are finding the terror is being struck in the hearts of their employees, not in the system, which, being inanimate, could care less what you yell at it. On the other hand, the idea of working together is very Zen-like. In fact, what is integration but working together? And what is more together than being one with the system? So we are back to square one -- Zen is the way to go.

Question: So you are saying that we should all sit around in the lotus position and meditate on what our system will be doing?

Answer: The sitting around part is common at most companies when systems are being considered. Meeting after meeting, class after class, discussion after discussion. What is lacking is the process that allows you to be inside the system. Think of virtual reality where you are able to walk around inside the computer's world. For those of you who have not experienced this at a trade show booth or seen it in the movies (forget Demi Moore, the important part of "Disclosure" was the virtual reality segment), it allows you to be part of the imaginary world of the computer graphics designer. If you put your head inside a system design as easily, then you will be on the way to achieving Zen and the Art of Systems.

Seen on the Screen There are many manufacturing-oriented web sites, including http://www.industry.net where you'll find APICS Online. One based in Michigan is Rust.Net, http://www.rust.net, and it has a location we liked: http://www.rust.net/r-net/goofball/tshirt.html where you can order "goofball" T-shirts, just the thing for those long implementation meetings. Especially on weekends. Shades of "Big Daddy Ed Roth" (who is at http://mooneyesusa.com/BIGDADDY)!

Tom Inglesby has been observing manufacturing technology for 20 years, interpreting it for magazine readers and acting as a conduit for ideas. He welcomes feedback, rumors and facts at t
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