Manufacturing guy-at-large.

Cold and Mechanical

Added on by Spencer Wright.

Jonathan Sterne, in a piece about the meaning of analog and digital. Emphasis mine.

In both Kittler and Massumi we find an odd historical proposition-that analog machines are somehow both closer to the way the human senses work, and to the operations of reality itself, than the technologies that preceded or succeeded them. Viewed with a bit of historiographic distance, this is at once an unsurprising and fascinating claim...The claim is fascinating because it proposes a truly radical periodization, where there is an approximately 100-year period in human history-roughly from the last quarter of the 19th century to the last quarter of the 20th-where the senses and the world were somehow in harmonious alignment with media...When critics use some permutation of analog to apply a hermeneutic of suspicion to the digital, they are making an argument about 100 golden years in human history.

This reading of the analog is, of course, retrospective. In [their] time, technologies that we now describe as analog (usually after the fact) were more likely to be understood as jarring or artificial: think of Bergson on film, Freud on the phonograph, or Gunther Anders on television.  Sonic or visual characteristics now affectionately described as warm and organic were described as cold and mechanical...In other words, the idea that analog media are more like the senses or more accurately limn the world’s workings are themselves a kind of retrospective imagination...

We should return some specificity to the analog as a particular technocultural sphere.  That is to say that reality is just as analog as it is digital; and conversely, that it is just as not-digital as it is not-analog.  Ultimately this goes back to an old argument, one made well by the last generation of technology scholars, ranging across methodological and political orientations, including Kittler and Massumi at other points in their writings: technology is part of the domain of human existence, not something outside it. The meanings we commonly attribute to the word analog did not even fully exist in the so-called analog era. Restoring some specificity to the term will help stimulate our technological imaginations (Balsamo 2011), and free us from the burden of a history that was only recently invented.

Hindsight

Added on by Spencer Wright.

Roelof Botha, a member of the board of Square, talking with Fortune about Square's (costly) partnership with Starbucks:

It's dangerous to look at things with the benefit of hindsight.

This is hard for me to wrap my head around. I *think* that Botha is suggesting that one needs to be careful not to confuse correlation with causation, but I find the wording... problematic.

A smart thing that McMaster-Carr does really well

Added on by Spencer Wright.

Commoditization of everything.

Tool selection is often a difficult process. Manufacturers are keyed on branding, and often use brand terminology to describe what may (or may not) be useful product features. As a customer, a lot of my efforts are spent trying to interpret this information, and cut through the terminology to get to a head-to-head comparison.

Most retailers repeat brand product descriptions verbatim, but McMaster-Carr does customers the service of stripping brand copy and providing only the relevant product features. They even go a step further, formatting those features consistently across product lines.

See the Amazon results for "nailer":

Amazon's results show four products. Customers can see the brand name, a large color photo, pricing, consumer (star) ratings, shipping availability, and one product feature/description.

McMaster, on the other hand, shows eight products (plus two accessories). Each product has nine features, a price, and a detailed description - including a wide range of associated products (mostly nails, in this case).

Amazon seems to think that what I really care about is the color of the tool and when it's available. McMaster gives me real product data, and their global shipping policies (which are a worth a thousand words unto themselves) give me all the information I need to make a timely decision. While Amazon focuses on brand language - both the manufacturers' (who needs the 9-digit alphanumeric part numbers?) and Amazon's ("Prime"; "#1 Best Seller"; "More Buying Choices") - McMaster focuses on what the tool actually does.

As a consumer, I want to comparison shop by technical product features, so that I can quickly find the right tool for the job.

Brands are beside the point. McMaster commoditizes products, reducing them to the features & methods they use to solve my problems.

Haven't changed

Added on by Spencer Wright.

John Tighe (a designer of airplane interiors), quoted in a New Yorker piece about the details of first class accommodations: 

“A good seat doesn’t show you everything it’s got in the first ten minutes,” he said. “It surprises you during the flight, and lets you discover things you weren’t expecting.” Such features can pay off in unexpected ways: passengers who like their seats tend to give higher ratings to everything on their flight, including movie selections that haven’t changed.

Just impress people. They'll like you more.

How do I make money?

Added on by Spencer Wright.

Ben Thompson, writing about F8:

One of the key lessons I learned working with developers is that, at the end of the day, everything pales in comparison to the question: “How do I make money?” Developer tools are important, languages are important, exposure is important, but if there isn’t money to be made – or if more money can be made elsewhere – then you’re not going to get very far in getting developers on your platform.

Don't even try

Added on by Spencer Wright.

Paul Graham:

Don't even try to build startups. That's premature optimization. Just build things that seem interesting. The average undergraduate hacker is more likely to discover good startup ideas that way than by making a conscious effort to work on projects that are supposed to be startups.

Power switches

Added on by Spencer Wright.

From Business Insider's good, long profile of Larry Page:

In 1999, for instance, the method by which large Web companies such as eBay, Yahoo, and Google added server space had become fairly routine. They purchased servers and installed them in cages at giant warehouses owned by third-party vendors. The warehouse companies would pay for the power that kept the servers running and the air conditioning that kept them cool, and the website owners would pay for space by the square foot. Page figured if Google was going to pay per square foot, he was going to stuff as many servers into that space as he could. He took apart servers and began hunting for ways to shrink them. The first thing to go? All the off switches.

“Why would you ever want to turn a server off?” he reportedly asked.

Stripped of useless components and fitted with corkboard to keep wires from crossing, Google developed new super-slim servers. They looked ugly. But before long, Google would end up paying the same price to host 1,500 servers as early rival Inktomi paid to host 50. As a result, Google’s search ran a lot faster, and Inktomi, along with many of Google’s other search rivals, was left in the dust.

Topper progress

Added on by Spencer Wright.

This is still happening.

It's been slow, but my metal powder bed fusion (aka DMLS, LaserCUSING, selective laser sintering, etc.) seatmast topper is moving forward. With any luck, I'll have a part in production in a week's time.

I've made some small changes to the design. The biggest thing is the hole in the back of the part, which is meant to reduce mass. I also modeled the threads in the clamp, which will help my manufacturer print the threads.


Choosing a job shop for this has been interesting. Since my post on DMLS pricing, I've had a bit of interest on my project. My hope has been that I'd be seen as more of a partner than a customer,  but the extent of that remains to be seen. Selling a partnership is something I'm green at, and companies that deal mostly with corporate and institutional buyers don't necessarily think of investing time into a project that has an indirect upside.

Nonetheless, I think there's something to it. This project is partly product, partly experiment in advanced logistics. The information I'm learning on the subject is free for anyone to see, but the partners that I'll end up working with will develop unique experience working on a thin-wall, consumer facing part. There aren't a ton of people working on that kind of thing, but I expect that'll change in the near future. My hope would be that my partners would agree with me, and would see this project as an opportunity to develop additional capabilities at a relatively low expense. 

Nevertheless, I'm determined. And I'm looking forward to having a piece of laser sintered titanium in my hands, too :)

Tony Hsieh

Added on by Spencer Wright.

Zappos CEO Tony Hsieh, from a talk given to the Long Now Foundation: 

A company's culture and a company's brand are really just two sides of the same coin. The brand is just a lagging indicator of the culture. And with social media, and everyone being hyper connected, that brand is actually [lagging] less and less. So for example, if you ask a random person off the street "what do you think of the airline industry," you'll probably get back responses about bad customer service or apathetic employees and so on. And like it or not, that is the brand of the industry, even though no airline obviously set out for that to be their brand. 

Arbitrary and meaningless

Added on by Spencer Wright.

Squarespace CEO Anthony Casalena, talking with First Round Review about developing a high quality product:

We tend to see a lot of deadlines as arbitrary and meaningless. At their worst, they compromise design quality and burn people out so much that they stop having good, creative ideas. Sprinting is not our core differentiator.

Ahh, product life :)

But seriously: Remember that not all successful companies sprint. Develop products how you want to, and reflect on whether it's going well. 

Thumbrest

Added on by Spencer Wright.

Got this back from Shapeways a week or so ago. 

To recap, this is designed to be installed in the hotshoe of a Sony A7, in order to improve the grip stability & feel.

I still need to do some post-processing & try the part out. I'm excited to put it together.

Shop Visit: EXOVault

Added on by Spencer Wright.

Today I met up with an internet acquaintance to drop off some of my rack ends. I needed to do a bit of lathe work, so we met at a shop that he's associated with, which is also the manufacturing facility for EXOVault.

Besides their crazy iPhone cases, EXOVault makes some really interesting CNC machined aluminum eyeglass frames. It was *really* cool seeing their build process around the shop.

Their fabrication shop was a treat to see, and had a couple weird things hanging around - like this:

exovault-1.jpg

I love seeing shops. If anyone knows of a shop that I should see, please let me know!

Frosh > Frish

Added on by Spencer Wright.

Dan Jurafsky, writing about the phonetics of the names we give ice cream flavors. Emphasis mine. 

In one marketing study, for example, Richard Klink created pairs of made-up product brand names that were identical except for having front vowels or back vowels: nidax (front vowel) verus nodax (back vowel), or detal (front vowel) versus dutal (back vowel). For a number of hypothetical products, he asked people which seemed bigger or smaller, or heavier or lighter, with questions like:

Which brand of laptop seems bigger; Detal or Dutal?
Which brand of vacuum cleaner seems heavier, Keffi or Kuffi?
Which brand of ketchup seems thicker, Nellen or Nullen? 
Which brand of beer seems darker, Esab or Usab?

In each case, the participants in the study tended to choose the product named by back vowels (dutalnodax) as the larger, heavier, thicker, darker product. Similar studies have been conducted in various other languages.

The fact that consumers think of brand names with back vowels as heavy, thick, richer products suggests that they might prefer to name ice cream with back vowels, since ice cream is a product whose whole purpose is to be heavy and rich.

Indeed, it turns out that people seem to (at least mildly) prefer ice creams that are named with back vowels. In a study in the Journal of Consumer Research Eric Yorkston and Geeta Menon had participants read a press release describing a new ice cream about to be released. Half the participants read a version where the ice cream was called "Frish" (front vowel) and the other half read a version where it was called "Frosh" (back vowel), but the press release was otherwise identical. Asked their opinions of this (still hypothetical) ice cream, the "Frosh" people rated it as smoother, creamier, and richer than the "Frish" people, and were more likely to say they would buy it. The participants were even more influenced by the vowels if they were simultanously distracted by performing some other task, suggesting that their response to the vowels was automatic, at a non-conscious level.

People are *so* weird.

Accountability is a Team Concept

Added on by Spencer Wright.

From a piece in Fast Company about the (DoD-funded) Software Engineering Institute:

Importantly, the group avoids blaming people for errors. The process assumes blame - and it's the process that is analyzed to discover why and how an error got through. At the same time, accountability is a team concept: no one person is ever solely responsible for writing or inspecting code. "You don't get punished for making errors," says Marjorie Seiter, a senior member of the technical staff. "If I make a mistake, and others reviewed my work, then I'm not alone. I'm not being blamed for this."

It's my belief that organizations run best when accountability - for both failures and successes - is shared widely. At SEI, where NASA flight software is developed, big failures can be catastrophic. In order to ensure the overall project success, all individual output is reviewed at multiple stages of development; if errors are overlooked, responsibility falls to the team – not to any individual in the process.

Weak ties that last

Added on by Spencer Wright.

From a *long* article in TechCrunch about the San Francisco housing market. Emphasis mine.

San Francisco’s population hit a trough around 1980...But that out-migration reversed around 1980, and the city’s population has been steadily rising for the last 30 years.

This is a phenomenon that’s happening to cities all over the United States...

Its rapacious speed may even be accelerating. Witness hyper-gentrification in Brooklyn and Manhattan, or the “Shoreditch-ification” of London.

Why?

People are getting married later and are living longer. Nearly 50 percent of Americans, or more than 100 million people are unmarried today, up from around 22 percent in 1950.

The job market has changed as well. In 1978, the U.S.’s manufacturing employment peaked and the noise and grit of the blue-collar factories that once fueled the flight of the upper-middle-class disappeared. These vacant manufacturing warehouses turned into the live-work spaces and lofts that emerged in the 1980s and 1990s in cities like New York and San Francisco.

The concept of lifetime employment also faded. Today, San Francisco’s younger workers derive their job security not from any single employer but instead from a large network of weak ties that lasts from one company to the next. The density of cities favors this job-hopping behavior more than the relative isolation of suburbia.

Being Prepared.

Added on by Spencer Wright.

Links for the week! Sign up here.

Pathing.

Manufacturing.

Logistics.

Reflecting.

Stuff that doesn't fit into my dumb/arbitrary categories.

And.

 Love, Spencer.

ps - Thank you to everyone - especially my friends at Gin LaneUndercurrent, and on twitter - who referred me to everything here.