In a recent interview, quality executive Paul Arrendell shared a critical perspective for professionals in healthcare, engineering, and manufacturing, arguing that true productivity stems from moving smarter, not faster. With over 30 years of leadership experience at companies like Abbott Diagnostics, KCI Medical, and Becton Dickinson, Arrendell's career has focused on developing scalable quality systems designed to reduce errors, improve consistency, and enable global teams to perform effectively under pressure. He recounted an instance where adopting a sprint model with ten teams creating ten versions of the same form appeared fast initially but ultimately required rework, highlighting the need for long-term, functional systems.
The importance of this approach is underscored by a productivity crisis in technical fields. According to a 2023 McKinsey report, 40% of engineers in healthcare and manufacturing report high levels of deadline pressure, yet only 12% believe it enhances performance. These teams often operate in high-risk environments where prioritizing speed over structure can lead to severe consequences, including product recalls, audit failures, and patient safety risks. Arrendell warns that sprint-style workflows are ill-suited for such settings, noting that one cannot sprint through an FDA inspection and instead requires systems that guide personnel, identify issues early, and foster trust across teams.
Arrendell advocates for simple, scalable, system-based workflows as the solution. In the interview, he described how implementing visible workflows, shared accountability, and reduced process friction helped his teams achieve better outcomes. One strategy involved transforming complex quality forms into visual checklists with clear deadlines, which cut internal product hold times by 40%. He also emphasized tracking process friction rather than merely monitoring time spent. For example, a team discovered that change approvals took 11 days to clear despite the actual changes requiring only 2 hours, and addressing this bottleneck proved more impactful than any productivity tool or deadline pressure.
Arrendell calls on professionals and leaders to scrutinize their work processes and address underlying inefficiencies, rather than seeking new technology or tools. He recommends practical steps such as tracking where work gets stuck instead of where it is completed, creating shared systems that do not rely on individual heroics, converting reports into feedback loops that drive change, and training for comprehensive understanding rather than mere task completion. He cautions that if a process functions only because a few individuals know shortcuts, it is not a robust system but a potential failure point. Arrendell's insights draw from his extensive background, including features in Fortune Magazine and recognition as Top Chief Quality Officer of the Year by the International Association of Top Professionals, reinforcing the value of systems thinking and sustainable performance in high-stakes industries.
