[vajrabum]

I spent nearly 20 years fixing computers and other electronics. Repair techs are my original work tribe and it was a fun if sometimes stressful way to make a living. I got away from it because the money went away. That said, I never wanted to fix copiers. They were always finicky, messy and dirty, but this is a really great piece and three things stand out for me.

The article claims that PARC paid for itself (1) through the anthropological sociological studies of copier repair technicians which revealed shortcomings in the engineering of the copiers and resulted in changes to the paper path and handling in newer designs and significantly reduced maintenance cost and difficulty. Two, enabling information sharing between repair technicians over radios and technician created and maintained documentation, saved the company 5-8% of service cost and these innovations were resisted by services management which was invested in the idea that copier repair technicians should be cheap, interchangable monkeys. Three, Xerox management likely left significant money on the table because they fundamentally and willfully misunderstood copier repair and copier repair technicians and the value they were creating for the company. Likely, mostly because repair was seen as a cost center which in an ideal world would be eliminated entirely.

1. It's really astonishing how much and in how many ways PARC paid for itself and yet business literature and likely Xeroxes management often focuses on the money left on the table for others to grab and asserts there was a failure.