“So”, he said, “they have you working the drive-thru I see. Is that a step up or a step down?”
“It’s not the drive-thru,” I replied, “it’s a new system they’ve installed called Manna. It manages the store.”
“How so?”
“It tells me what to do through the headset.”
“Who, the manager?”
“No, it’s a computer.”
He looked at me for a long time, “A computer is telling you what to do on the job? What does the manager do?”
“The computer is the manager. Manna, manager, get it?”
“You mean that a computer is telling you what to do all day?”, he asked.
“Yeah.”
“Like what?”
I gave him an example, “Before you got here, I was taking out the trash. Manna told me how to do it.”
“What did it say?”
“It tells you exactly what to do. Like, It told me to get four new bags from the rack. When I did that it told me to go to trash can #1. Once I got there it told me to open the cabinet and pull out the trash can. Once I did that it told me to check the floor for any debris. Then it told me to tie up the bag and put it to the side, on the left. Then it told me to put a new bag in the can. Then it told me to attach the bag to the rim. Then it told me to put the can back in and close the cabinet. Then it told me to wipe down the cabinet and make sure it’s spotless. Then it told me to push the help button on the can to make sure it is working. Then it told me to move to trash can #2. Like that.”
He looked at me for a long time again before he said, “Good Lord, you are nothing but a piece of a robot. What is it saying to you now?”
“It just told me I have three minutes left on my break. And it told me to smile and say hello to the guests. How’s this? Hi!” And I gave him a big toothy grin.
“Yesterday the people controlled the computers. Now the computers control the people. You are the eyes and hands for this robot. And all so that Joe Garcia can make $20 million per year. Do you know what will happen if this spreads?”
“No, I don’t. And I think Mr. G makes more than $20 million a year. But right now I’ve got two minutes left, and Manna is telling me that I need to move back to station 3 to get ready for the next run. See ya.” I waved at Mom. Dad just stared at me.
The tests in our Burger-G store were surprisingly successful. There were Burger-G corporate guys in the restaurant watching us, fixing bugs in the software, making sure Manna was covering all the bases, and they were pleased. It took about 3 months to work all the kinks out, and as they did the Manna software totally changed the restaurant. Worker performance nearly doubled. So did customer satisfaction. So did the consistency of the customer experience. Trash cans never overfilled. Bathrooms were remarkably clean. Employees always washed their hands when they needed to. Food was ready faster. The meals we handed out were nearly 100 percent accurate because Manna made us check to make sure every item in the bag was exactly what the customer ordered. The store never ran out of supplies — there were always plenty of napkins in the dispenser and the ketchup container was always full. There were enough employees in the store for the busy times, because Manna could accurately track trends and staff appropriately.
In addition, Burger-G saved a ton of money. Burger-G had hundreds of stores in the United States. Manna worked so well that Burger-G deployed it nationwide. Soon Burger-G had cut more than 3,000 of its higher-paid store employees — mostly assistant managers and managers. That one change saved the company nearly $100 million per year, and all that money came straight to the bottom line for the restaurant chain. Shareholders were ecstatic. Mr. G gave himself another big raise to celebrate. In addition, Manna had optimized store staffing and had gotten a significant productivity boost out of the employees in the store. That saved another $150 million. $250 million made a huge difference in the fast food industry.
So, the first wave of fast food robots did not replace all of the burger flipping employees as everyone had expected. The robots replaced middle management and significantly improved the performance of minimum wage employees. All of the other fast food chains watched the Burger-G experiment with Manna closely, and they started installing Manna systems as well. Soon, nearly every business in America that had a significant pool of minimum-wage employees was installing Manna software or something similar. They had to do it in order to compete.
In other words, Manna spread through the American corporate landscape like wildfire. And my dad was right. It was when all of these new Manna systems began talking to each other that things started to get uncomfortable.
Chapter 2
Once Burger-G proved that Manna worked, the idea spread like wildfire. Every restaurant chain used Manna. Every retail store, whether it was a discount store, a home improvement store, a toy store, or an office supply store, had Manna systems. You saw people wearing headsets on construction sites, in airports, at amusement parks, in hospitals, in movie theaters, at the grocery store… They were everywhere.
I can remember sitting down one day with my friend Brian at lunch. He was working at the giant discount supercenter in Raleigh, and they had just switched over to Manna. He was stunned.
“It doesn’t matter if you are a hard worker or a slacker — once you put on the headset, you are going to be working every minute of the day or you are gone. The system has already fired five people.”
“What’s it have you do all day?” There were something like 50 people working in the supercenter at any given time — it was a 200,000 square foot store.
“Manna has you moving through the store aisle by aisle. I bet I am walking six or eight miles a day right now. I am constantly straightening merchandise on the shelves. Manna knows where I am, and it knows where everything is on the shelves, so it asks me item by item to straighten them. Manna wants everything on the shelves looking perfect. It is also big on restocking. So it will ask me, ‘How many rolls of masking tape are on the shelf?’ Whenever anything gets low, it has me go to the back and bring stuff out to the shelves. It knows what is selling through the cash registers, so it knows exactly when to restock everything and it makes sure that every single item in the store is fully stocked.”
“That doesn’t sound so unusual.” I said.
“It’s not unusual, except that Manna is telling you exactly what to do every second of every day. If it asks you to go to the back and get merchandise, it tells you exactly where to walk to go get it. And here is the weirdest part — I never see another employee the entire day. The way it makes me walk, I never run into anyone else. I can go for a full shift and never see another employee. Even our breaks are staggered. Everyone takes their breaks alone. We all arrive at staggered times. It’s like Manna is trying to totally eliminate human interaction on the job.”
“That’s spooky. Why would it do that?” I asked.
Brian looked down, “I’m guessing that talking with co-workers wastes time, and Manna is eliminating the waste everywhere it can.”
“What else does it have you doing?” I asked.
“I am constantly checking for spills and other problems in the aisles — Manna uses us as its eyes to constantly look for problems. I am also looking for customers in the aisles and asking them how I can help — customer service is huge to Manna, as long as it takes less than 30 seconds. And Manna always has us looking for shoplifters. All day long we are walking back and forth up and down the aisles straightening things, asking people if they need help and looking for shoplifters. And like I said, you never run into another employee. There’s no chatting. I never see Amy anymore. Or Kevin. The minute you put on the headset you are working, and you work alone without stop until you take the headset off at the end of the shift.”