## The 80-20 Rule is a System Thinker’s Tool!

People frequently refer to the 80-20 Rule in casual conversation. But did you know this law comes from the work of an early 20th-century Italian sociologist and economist, Vilfredo Pareto?

Pareto determined mathematically that, while a great number of factors contribute to a given outcome, only a few carry the weight to change that outcome in a significant way. Roughly 80% of effects or outputs come from 20% of the causes or inputs.

Stated simply, a few things are responsible for the majority of results in a given situation, system, or organization.

For example, you might observe that 20% of the food you eat packs on 80% of the calories. Twenty percent of your monthly bills consume 80% of your income. I’ll even bet you wear 20% of your clothes 80% of the time?

According to Woody Allen (comedian/movie producer), 80% of success is showing up.

The 80-20 Rule is extremely helpful in bringing clarity to complex situations and problems, especially when deciding where to concentrate effort and resources. The following are a few examples of the Pareto Principle. They would tend to be true across a range of mature businesses.

• 20% of customers account for 80% of sales.
• 20% of products account for 80% of profit.
• 20% of the products or services cause 80% of customer complaints.
• 20% of a person’s work consumes 80% of their time.

You get the idea.

When looking for the root cause of errors, mistakes, and defects in your business operation, you will often discover that 80% of the problems come from 20% of identified causes, as illustrated by the graph below. Remedy the few problems that happen most frequently (highest number of occurrences), and you will see a significant improvement in the business process.

Keep in mind that Pareto observations are not necessarily good or bad. For example, if only 20% of the roads in a town handle 80% of the traffic, that could be good for a maintenance crew who can concentrate on fewer roads. However, it could be bad for commuters who travel across the busy roads. City planners may use this information in a strategy to redirect traffic to less-used roads.

You can also utilize the 80-20 disproportions to your advantage. For example, stores like Wal-Mart and COSTCO only carry books that are best sellers—the 20% of book titles responsible for 80% of national book sales.

#### The Vital Few vs. the Trivial Many

In your business, a few activities exert the greatest influence on achieving organizational goals. Give your attention to the business processes that matter most, those responsible for finding and keeping customers, and that provide the biggest financial payoff.

Remember: The management of details is critical to success—but not all details are of equal importance. Within a specific system or process, Pareto teaches us to recognize the difference between the vital few (20%) variables or details, and the trivial many (80%). Give the most attention to improving your weak links and removing bottlenecks!

The Pareto Principle is sometimes known as the Law of Least Effort. Prioritize and focus your effort for fast results. A few targeted improvements can be leveraged to create significant benefits within your operation.

And if you have a second, take a quick look at the quality improvement tools—including Pareto Analysis (scroll down page)—in Box Theory™ Software.

To give back to the entrepreneurial community, I HAVE DECIDED TO GIVE AWAY MY VALUABLE SYSTEMS-BUILDING SOFTWARE, ecOURSE, AND OTHER INFORMATION ABSOLUTELY FREE. By filling out the form on this page, you will go directly to a download page. This is not hype. There is no catch. You will receive a software product and a “college equivalent” eCourse on how to develop effective business systems and processes. Customers have been paying for this software and eCourse for fourteen years (see What Cutomers Are Saying).

I will show you how to eliminate business frustrations and make more money by creating remarkable systems and processes that boost customer loyalty, profitability and growth. The application of these strategies has proven to be of great worth for owners of many small and mid-size businesses. Put me to the test!

You will learn the following, and much more:

• How to become a Systems Thinker and raise your business I.Q. by 80 points—OVERNIGHT.
• What six elements are found in every great business system.
• How you can remove waste and inefficiency, and build a results-driven organization.
• Why good systems and processes are the essential ingredient to start, grow, fix or franchise (replicate) your business.

You have nothing to lose and everything to gain. I will not be trying to sell you because you are getting everything for FREE, much more than I have described here. I won’t be contacting you; however, you can contact me for help with the software or your business at any time. Please browse around my website. If you have any questions, email me, Ron Carroll, at boxtheorygold@gmail.com.

I hope you enjoy and benefit from this FREE offer. It was a labor of love for me to develop. Becoming a Systems Thinker and using the Box Theory™ methodology will be one of the best decisions you have ever made.

I’ll be cheering you on from my quiet fishing hole in the mountains of Utah.

### Just RetiredGone FishingYour Lucky Day

It's time for me to focus on other things. Many hours and dollars have gone into my software and written materials over the last fourteen years. Now it's time to give back. This is not a gimmick. There is nothing to buy. I give it all to you for free. If you use the software and apply the principles, you can create a remarkable company. See Below. Have fun!

Welcome to the #1 website for helping owners of small to midsize businesses create customer-pleasing, waste-removing, profit-boosting business systems and processes.

### Michael Gerber, "E-Myth"

"Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant."

### W. Edwards Deming, Total Quality Management

"If you can't describe what you are doing as a process, you don't know what you're doing. . . . 94% of all failure is a result of the system, not people."