THE BOTTLENECK DETECTIVE

WHERE ARE THE PRODUCTIVITY KILLERS & PROFIT THIEVES HIDING

IN YOUR BUSINESS? TRACK THEM DOWN IN UNDER AN HOUR
CLARKE CHING
 CONTENTS
Welcome to the Case Files
I. Grab Your Notebook And Magnifying Glass
1. Case File #1: The Smoking Gun
2. The Detective's Toolkit
3. Case File #2: Round Up The Usual Suspects
4. Beware the Money Trap
5. Case File #3: The Process Frame-Up
6. Everyone Wins When You Catch the Real Culprit
7. Case File #4: Untapped Potential
8. The Best Investment
9. Case File #5: The Payment Puzzle
10. The Expensive Savings
11. Case File #6: Just the Facts, Sam
12. The Hidden Losses
13. Case File #7: The First Reward
14. A Detective's First Payday
Intermission: The Case of The Cash Cow
II. Strap In, We're Going For a Helicopter Ride
15. Case File #8: The Case of The Staggered Showings
16. The Chain Reaction
17. Field Report: The Case of The Rainy Day Rush
18. Patterns in the Rain
19. Field Report: The Case of The Curly Twirlies
20. Curating Success
21. Case File #8: The Case of The Ripple Effect
22. The Virtuous Circle
23. Case File #9: The Case of The Crowded Weekends and Empty Weekdays
24. The Empty Seats Dilemma
25. Case File #10: When 1+1=3
26. Case File #11: The Case of The Empty Seats and Full Parking
27. Case File #12: The Final Clue

A Letter to New Detectives

Appendix: The FOCCCUS Formula—A Detective's Guide
About Clarke Ching - ‘The Bottleneck Guy’
Acknowledgments
 WELCOME TO THE CASE FILES

FROM THE DESK of Clarke Ching, Chief Detective Instructor

My friend, you're about to learn something remarkable—something that
will change how you see the world forever.
I could share this wisdom with you through hefty textbooks and complex
theories, as others have done before. But instead, let me tell you a story. A
simple story about a teenager who saved a cinema.
In just one hour together, you'll discover what took me decades to learn.
And the skills can be used in any modern workplace.
THE MAKING OF A DETECTIVE
Let me tell you about Billy Brown.
These days, they call him "The Bottleneck Detective Brown." But when I
first heard about him, he was just another teenager at the Starlight Cinema,
watching movies with his friends.
Or so it seemed.
Here's the thing: Billy never paid for his tickets. Or his popcorn. Or his
drinks.
Why? Because the cinema manager had given Billy a lifetime supply of
free movies and snacks (for him, and a friend). She did this after he saved the
cinema from closing down, protecting her job and her employees' livelihoods
in the process.
The local movie lovers say he saved their community too, but let's not get
ahead of ourselves.
This is Billy's story—and Jenny's, Mike's, and Sam's too. And soon, it
will be part of your story as well.
THE GIFT
What I'm about to share with you is precious. Some might call it a
superpower.
It's the ability to see what others miss: root causes. Specifically,
bottlenecks.
Think of it this way: Centuries ago, doctors blamed diseases on "bad
air"—they called it "miasma." They'd wave incense and open windows while
patients kept dying. It wasn't until the microscope showed them the real
culprits—tiny germs—that they could tackle the true problem.
Today's businesses face the same challenge. They see symptoms—long
queues, missed deadlines, unhappy customers—but miss the root cause:
hidden bottlenecks.
These productivity killers lurk everywhere: in hospitals, tech companies,
restaurants, schools, charities … even cinemas. And while others might take
hundreds of pages to help you spot them, we're going to take a simpler path.
The good news?
This gift can be learned, provided you're curious. And I promise you this:
What we'll cover in the next hour will serve you well for the rest of your
career.
Shall we begin?
PART ONE
GRAB YOUR NOTEBOOK AND MAGNIFYING
GLASS
CHAPTER 1
 CASE FILE #1: THE SMOKING
GUN

LET me tell you about Billy's first case. Like many great discoveries, it
started with something simple—a school friend asking for help.
The Starlight Cinema had seen better days. Jenny, who worked evenings
at the ticket counter, caught Billy after school one day. “We’re in trouble,”
she said, quietly, so no one else could hear. “We’re not making enough
money, and people are going to other cinemas. Some of us might lose our
jobs. Everyone’s freaking out.”
Billy felt his cheeks flush—just a little. Jenny was a year ahead of him,
and he was surprised she even knew who he was.
She hesitated, then added, “You're good at solving puzzles and things.
Any ideas?”
Now, what Billy did next is exactly what I want to teach you. He did what
any good detective would do—he observed. Really observed.
The ticket counter? Running smooth as silk.
The food counter? Now that's a different story:

Lines snake through the lobby like a crime scene tape.

Customers check their watches and sigh.
Staff rush around in circles.
And the worst clue of all—people walking away, their money still
in their pockets.

Billy smiles. He's spotted something.

Detective Rule #1:

 Long queues are like the smoking gun in a crime movie—they
point straight to the culprit.

Billy whispers his catchphrase, “The Queue is the Clue. The Queue is the
Clue."
Jenny says, "Huh?"
Billy says, "The long queue … it's a clue."
Jenny nods, not sure what's going on in Billy's head.
Watch what happens next because this is important: Like any good
detective knows, you don't make arrests before you're sure you've got the
right suspect.
Billy says, "I've got a theory, but I need to test it."
What he does next? Pure detective work. Times the customers. Measures
the delays. Builds his case. The evidence is clear—the food counter is
moving at a crawl.
"Jenny," he says, "your food counter is a bottleneck. It's too slow. That's
costing you money."
Jenny nods, but I think we all know what she was thinking: Of course it
was slow. It had always been slow. What made this kid think he'd spotted
something new?
"Look," Billy continues, "tons of your customers skip snacks entirely.
You could make so much more money if you sped up that queue. And if you
make more money, you might all get to keep your jobs."
Jenny's skeptical. "Maybe …"
Billy looked around the cinema foyer. Sam, the cinema manager, was up
a stepladder hanging posters, but it was Mike at the ticket counter who caught
his eye—an older gentleman with a warm smile and quick hands.
"Try this," Billy suggests. "When the ticket counter isn't busy, get Mike to
jump over and help with food. He's fast—he'll help clear that line."
“I don’t think Mike's ever worked the food counter," Jenny points out.
Billy thinks for a moment, then nods. "His fresh eyes will be an
advantage."
Jenny takes the advice, quickly chats with Mike, and what happens next?
Let me show you:

Within minutes, the food lines start moving like they've got
 somewhere to be.
The queues shrink away.
And the sales soar.

"Billy!" Jenny beams. "You didn't just find the bottleneck—you cracked
the case!"
Billy shrugs. "Shucks. I just pointed out where to look. Mike's the one
who knew what to do about it."
Jenny shakes her head. "Don't sell yourself short. You're very clever,
Billy Brown. "
Later that evening, at closing time, Mike tidies the counter, his mind still
on that afternoon's events. How many times had he walked past that queue?
Dozens? Hundreds? It had become just part of the scenery, like the movie
posters on the wall. But then, out of the blue, the kid walked in and saw what
everyone else had missed—a clue pointing straight to their biggest problem.
Mike smiles as he wipes down the counter one last time. Sometimes it
takes fresh eyes to spot what's been right in front of you all along. And those
fresh eyes, belonging to a modest kid named Billy Brown, had just taken the
first step toward saving the Starlight Cinema.
CHAPTER 2
 THE DETECTIVE'S TOOLKIT

FROM THE CASE Files of Clarke Ching, Chief Detective Instructor

I know what you're thinking—that was too easy, right? Kid spots a queue,
moves a fast worker over to help. Simple. Obvious, even.
But here's something I've learned over 30 years of hunting bottlenecks:
The best clues often hide in plain sight. That queue wasn't just grumpy
customers—it was a smoking gun pointing straight at a profit-stealing
bottleneck.
Let's break down what really happened:

Billy spotted what others had missed for years.

Built his case with evidence.
Tested his theory.
Got results that spoke for themselves.

You wanna know a bottleneck secret? Fixing problems is hard, but it's not
the hardest part. People like you and me, we're good at that—give us a
problem to solve, and we'll solve it. The rare skill is spotting which problem
to fix in the first place. That was Billy’s gift. He saw what others walked
right past, while Mike knew exactly what to do about it. Together, they made
the perfect team.
But something's not quite right … Was the staff shortage really the
problem? Or did Billy just get lucky?
Any good detective knows: The first suspect isn't always the guilty party.
Let's dig deeper …
You see, in that first case, Billy was actually using a proven formula—he just
didn't know it yet. Nowadays we call it FOCCCUS, and you just saw the 'F'
in action: Find the bottleneck.
Before we dive into the full FOCCCUS formula, though, let me show you
the three essential tools every bottleneck detective carries. You'll need these
to put FOCCCUS into action. Think of them as your standard-issue kit.
THE MAGNIFYING GLASS OF FOCUS
Like any good detective, you need to zoom in close—real close—to see
what's really happening at your crime scene. Think CSI: We're going
forensic, examining every detail of that food counter bottleneck under the
microscope.
That's what we're doing here in Part One of this book—where we get our
hands dirty with the evidence.
THE WIDE-ANGLE LENS
Sometimes the real story only emerges when you step back and see the bigger
picture.
In Part Two, we'll do what smart detectives do—take a helicopter ride
above the city. From up there, patterns emerge that you'd never spot from the
ground.
That's how Billy and the cinema staff will spot something that changes
everything. Sometimes the best clues can only be seen from 1,000 feet up.
THE FOCCCUS FORMULA
This here? This is my personal method, refined over more cases than I care to
count. It's what helps detectives like us crack the tough cases that leave others
stumped.
Here it is, but don't worry about memorizing it—you'll learn it naturally
as we follow Billy's investigation:

Find the bottleneck.

Optimize its performance.
Coordinate the system around it.
Collaborate to support it.
Curate what goes through it.
Upgrade (but only when necessary).
Start again strategically.

Think of it like a detective's playbook.

You'll almost always start with F (Find), just like Billy did with that
queue—remember Billy's catchphrase—the queue is the clue!
Then you'll move through the other steps as needed, sometimes in order,
sometimes not—you'll let your detective instincts guide you. Some cases
need all seven steps. Others might need just two or three. But almost every
case starts with finding your bottleneck.
Turn the page. The real investigation is about to begin.
PS: Keep these tools handy. You'll need them all before this case is
closed.
CHAPTER 3
 CASE FILE #2: ROUND UP THE
USUAL SUSPECTS

LET me share something I've learned over the years: The first solution is
rarely the right one. Watch how this plays out at the Starlight.
When Billy spotted that queue, he didn't just see a line—he saw a trail
leading somewhere. The real bottleneck, he figured, was hiding on the other
side of that counter.
But here, my friend, is where it gets interesting.
Remember how the queue vanished when Mike stepped in? Sure looks
like an open-and-shut case: not enough staff, problem solved. But 30 years of
bottleneck detection has taught me one thing—it's never that simple.
Let's examine our first suspect together:
The Scene:

Three cash registers and plenty of popcorn and drinks.

Two staff (working hard) and together they serve four customers
each minute.
But five customers arrive every minute.
Result? A queue that grows like compound interest.

Mike is fast so that when he joined they could easily serve six or seven
customers per minute which—spoiler alert!—is more than five.
So the queue shrinks.
Voilà! Queue solved, case closed … right?

Detective Rule #2:

Like the craftiest criminals, some bottlenecks hide in plain sight.
 That's why we don't rush to arrest the most obvious suspect.

"Need more staff!" It's the cry you hear in businesses everywhere. Such
an obvious culprit that most people stop looking the moment they spot it.
But what if we're looking at the wrong suspect?
What if Mike did something else when he got to that counter? What if he
wasn’t just another pair of hands? What if he did something that actually
solved the real problem?
Here's what's at stake: Rushing to hire more staff would be like arresting
the wrong person—expensive, embarrassing, and worst of all, the real culprit
would still be out there, stealing profits day after day. A good detective
follows every lead.
Let me show you how we crack a case:

List every possible suspect.

Check their alibis.
Analyze the evidence.
Look for patterns.
Follow the money.

We do this careful legwork because sending the wrong suspect to jail

doesn't just waste time and money—it lets the real criminal keep operating.
Same with bottlenecks. Blame the wrong one, and your real problem
keeps bleeding your business dry.
CHAPTER 4
 BEWARE THE MONEY TRAP

LEAN IN CLOSE, because this next part is important. I've seen this
moment a 100 times. The obvious solution waves at you like a suspect in a
lineup: More staff fixed the queue, so more staff must be the answer … right?
Here's an insight I learned the long hard way: The expensive solution
always springs to mind first. Throw money at the problem—it's easier than
thinking. But the cheapest solution? That takes real detective work. Real
mental sweat.
Think about it:

Hiring staff = Forever money (wages, training, benefits)

Better training = One-time cost
Improving processes = Could be free
Fixing equipment = Pays for itself

The clever solutions hide in the shadows:

Is your popcorn-making process broken?

Is your payment system stuck in the last century?
Do your staff need better training?
Does your equipment need fixing?

Remember our FOCCCUS formula? We've done the F (Find), but before
we jump to U (Upgrade) by hiring staff, a good detective explores every
other possibility—starting with Optimize, then our three C's: Coordinate,
Collaborate, and Curate.
 Speaking of which … I think I smell something burning in the next
chapter. Is that … popcorn?
CHAPTER 5
 CASE FILE #3: THE PROCESS
FRAME-UP

LET me share a discovery at the Starlight Cinema that you'll use many times
in your career. This case has a twist that would make any mentor proud.
When Mike arrives at the food counter this time, he spots something
everyone else has walked past for months: The popcorn machine sits there
like a neglected witness, trying to tell its story.
Watch closely now—this is important.
The staff keeps running out of popcorn. They're making it in small,
panicked batches, rushing back and forth. Every time they stop to make more,
the queue grows longer. And the customers? They're getting more frustrated
by the second, watching their movie start time creep closer and closer.
That's when Mike sees what others have missed—the real culprit isn't the
number of servers at all. It's the process itself that's the criminal here, framing
those hardworking staff members like some mastermind setting up an
innocent patsy.
This is pure good cop, good cop. Billy did good cop work spotting the
queue and pointing toward the bottleneck. Mike did good cop work spotting
that the real culprit wasn't staffing at all—it was the process itself. Mike
wasn't just another pair of hands—he was a natural problem solver. And even
if Billy hadn't stuck around to help, this is where their collaboration (our
second C in FOCCCUS) really began.

Detective Rule #3:

Some detectives are lone wolves, others work in pairs. Both get
results—but when one spots the crime scene, and another solves it?
That's detective magic.
 Now, here's where Mike shows us something beautiful. Instead of
jumping in to "fix" things, he watches. He notices the food counter isn't
always swamped—the crowds come in waves, right before each showtime.
See what he did there? He didn't just look at the problem—he looked at
the pattern.
So he changes the game plan: As soon as one wave subsides, they start
preparing for the next one. Fresh popcorn, ready and waiting, before the next
rush hits.
Result? The queue flows smooth as silk. No delays, no angry customers,
no staff running around like they're chasing perps.
And here's the twist I promised you—the kicker that makes this case so
special—they didn't need to hire anyone new or buy fancy equipment. Just a
small tweak to the process, and suddenly everything works the way it should.
CHAPTER 6
 EVERYONE WINS WHEN YOU
CATCH THE REAL CULPRIT

LET me share something I've learned over decades of hunting bottlenecks:

What looks like a people problem is often a process problem wearing a clever
disguise.
Think about what happened here:

Everyone blamed the staff (our initial suspects).

The queue pointed to trouble (our smoking gun).
But the real perpetrator? A broken process that was setting
everyone up to fail.

When Mike came to help, he brought something more valuable than

another pair of hands—he brought fresh eyes. Instead of rushing to judgment
or jumping in to serve customers, he took a step back and asked why they
were struggling in the first place.
That's not just detective work. That's wisdom.
Instead of:

Hiring more staff (expensive)

Buying a bigger popcorn machine (very expensive)
Expanding the counter (astronomical)

Mike just changed the timing. That's our first C in FOCCCUS—

Coordinate. Get the timing right, and suddenly everything flows.
And here's the real beauty of catching the right culprit: Everyone wins:
 Staff stop running themselves ragged.
Customers get their popcorn while it's hot.
The business saves money.
And that queue? Disappears like a suspect with a solid alibi.

Remember this case, my friend. Sometimes the biggest problems have the
simplest solutions—if you know where to look.
Think about it like those popcorn kernels in the machine. Just like a tiny
kernel can expand into something 10 times its size, a small change in process
can transform an entire business. Mike's simple timing tweak? It popped into
better service, happier staff, and a thriving business.
Sometimes the smallest solutions have the biggest pop.
CHAPTER 7
 CASE FILE #4: UNTAPPED
POTENTIAL

AFTER CRACKING THE POPCORN CASE, you might think

we'd solved all the Starlight's problems. But good detectives know—and
you're learning this too—there's always another layer to peel back.
This time, when Mike visits the counter, he spots something different.
The two staff members are green. Inexperienced. They're giving it their all,
but they're still learning the ropes.

Detective Rule #4:

Sometimes the bottleneck isn't broken equipment or bad processes
—it's untapped potential.

Now, Mike could have done what most people would—jump in and show
them how it's done. We've all had that "let me do it" moment.
Instead, he becomes a mentor.
He shows them the tricks of the trade—customer service street smarts.
How to keep cool when customers get impatient. How to handle pressure
during the rush. How to serve quickly without getting flustered.
A little guidance, some on-the-job coaching, and suddenly these rookies
start moving like pros. The queue? Vanishes like mist in the morning sun.
CHAPTER 8
 THE BEST INVESTMENT

THIS CASE? It's one of my favorites, and soon you'll see why. Mike
didn't just solve a problem—he created problem solvers.
Look at his choices:

Could have jumped in himself (temporary fix).

Could have called for more staff (expensive fix).
Instead, he invested in people (permanent solution).

That's what makes this case special. His solution kept working long after
he left. Any detective can solve today's case—but teaching others to solve
tomorrow's? That's playing the long game.
And—ahhh—this warms my old detective heart. Mike's solution wasn't
just smart—it was human. Those junior staff:

Were drowning (not their fault).

Faced angry customers.
Felt like failures.
Were probably close to quitting.

Instead of making them feel worse, he helped them shine. Turned

potential quitters into future stars.
The results? Let me show you:

Staff confidence soared.

Service improved.
 Money was saved.
Everyone won.

That's why our FOCCCUS formula puts Optimize much earlier than
Upgrade. Sometimes you don't need new resources—you just need to help
your existing ones reach their potential.
Think about it like those popcorn kernels again. Just as heat transforms a
hard kernel into something wonderful, a little mentoring can transform
struggling staff into stellar performers.
Remember: The best investment you can make isn't in new equipment or
more staff. It's in the people you already have. They're like unpopped kernels
of corn, just waiting for the right conditions to show what they can really do.
CHAPTER 9
 CASE FILE #5: THE PAYMENT
PUZZLE

JUST WHEN YOU think you've seen every trick in the book, a case
comes along that makes you look twice.
Mike's checking the food counter again when he spots something odd.
The ticket booth takes every payment known to man—online, contactless,
you name it. But the food counter? Stuck in the last century. Cash or swipe
cards only.

Detective Rule #5:

Some bottlenecks hide in plain sight—wearing a respectable
disguise.

On the surface, it almost makes sense. The banks take a 1–3% cut on
contactless payments. Someone probably thought they were saving money.
But here's what they missed: Each transaction takes an extra 10–20
seconds. Multiply that by a long queue, and you've got time bleeding away
like money through a hole in your pocket.
It gets worse. These days, folks show up with just their phones. They
order, reach the front, realize they can't pay, and walk away. Now you've got
wasted food, wasted time, and staff cleaning up instead of serving the next
customer.
Mike spots all this, but he does something that shows real wisdom.
Instead of rushing to judgment, he asks himself:
"There's got to be a reason they're still using the old system."
Hmm.
He realizes he needs to talk to Sam, the cinema manager, because she will
know why they haven't already switched.

Detective Rule #6:

When something looks stupid, assume there's a reason. Find it
before you fix it.

Mike knows two things:

1. The old payment system is costing the cinema money.

2. He needs authorization to change it.

So he does what any good detective does—builds his case. Spends an

hour counting customers who walk away, timing transactions, gathering
evidence. Because when you're about to challenge the way things have
"always been done," you better have solid proof.
CHAPTER 10
 THE EXPENSIVE SAVINGS

MIKE DEMONSTRATED REAL DETECTIVE CRAFT—

HE
doesn't just rush in with accusations and demands to make changes.
He doesn't know this, but he's following an old detective principle that
you never tear down a barrier until you know why it was put up. (Some smart
English writer called it Chesterton's Fence, if you're curious.)
That's why he:

Gathers solid evidence.

Stays in his lane.
Plans to talk to the cinema manager, Sam.
Knows she'll have the full story.

This is where the Collaborate in FOCCCUS starts to happen. Mike needs

to talk to Sam. And Sam doesn't realize it yet, but she needs to talk to Mike.
It's amazing what happens when two clever people get together and chat
about the same problem.
Let's see where this leads …
CHAPTER 11
 CASE FILE #6: JUST THE
FACTS, SAM

REMEMBER that evidence Mike was gathering? Time to see where it

leads.
Meet Gordon. He buys his ticket for the latest blockbuster, sees the food
queue, and walks away. Why? Can't miss the start of his movie.
Bad for business. Bad for Gordon (who loves his popcorn). Bad for
everyone.
Gordon isn't alone.

Detective Rule #7:

Your best witnesses are often the ones who never stuck around to
testify.

Late the following afternoon, Mike sits down with Sam, notebook open,
evidence ready. Just the facts, ma'am.
"Over an hour yesterday," he starts, "I saw 15 people take one look at our
queue and walk away. Three more got to the front, realized they couldn't pay
with their phones, and left their orders behind."
He lays out the case: The smoking gun queue, the lost customers, the time
wasted on each transaction.
"With contactless payments, we could serve a lot more customers."
Sam frowns. "But those bank fees—2% on every transaction. That adds
up."
"So do lost sales," Mike counters.
 Detective Rule #8:
Follow the money—especially the money that walks away.

Then Mike does something brilliant—he makes the numbers tell the
story:

Average sale: $20

Bank fee: 2% = 40 cents per sale
Fifty customers' worth of fees = $20

"See?" Mike says. "We lose $20 in fees on 50 customers. But we lose $20
every time just one customer walks away."
Sam leans forward. "And how many customers did you say were walking
away?"
"Roughly 1 in 10," Mike says. "Not 1 in 50. Big difference."
Sam's eyes light up. The numbers don't lie.
"Let's try it at peak times," she decides. "We can always turn it off if it
doesn't work."
CHAPTER 12
 THE HIDDEN LOSSES

YOU WANT to know what real theft looks like?

It's not the dramatic heist. It's the quiet drip-drip-drip of customers
walking away, day after day, while everyone's too busy watching the cash
register to notice the empty queue.
That's why Mike's work here is masterful. He didn't just spot a problem—
he made the invisible visible:

Counted the missing customers.

Made the math simple.
Suggested a safe test.
Left an escape route.

This isn't just solving a payment problem. It's shifting mindsets from
"saving pennies" to "making dollars." And that shift? That's often the
difference between a business that survives and one that thrives.
Remember: Sometimes the biggest losses aren't the ones you can see in
your accounts—they're the sales that never happened at all.
CHAPTER 13
 CASE FILE #7: THE FIRST
REWARD

(SPOILER ALERT: You already know how this ends—or, at least, you
think you do. The cinema survives, and Billy earns himself a lifetime supply
of movie tickets. But we're not there yet. We're still in Part One, and right
now, everyone's just starting to see that things might get better …)
Let me tell you something about this job, my friend. Sometimes the
biggest wins come with the smallest thank-yous.
Take what happened next.
Samantha Thompson—Sam to everyone at the Starlight—had managed
the cinema for six years. She'd grown up watching movies here, moved away
to chase bright lights in the big city, then came home when the Starlight job
opened up. Something about those old theater walls called to her.
Now, after hearing Mike's report about Billy's detective work, Sam sat
back in her chair, a mix of delight and disbelief playing across her face. How
had they missed something so obvious for so long?
"You know," she told Mike, "we ought to put up WANTED posters for
these bottlenecks. Offer rewards like they did in the old days."
Jenny appeared in the doorway. "Maybe you should give Billy a reward
for all the help he's given us?"
"Of course," Sam said and asked Jenny to give the kid 10 free movie
vouchers as a thank-you.
Jenny smiled. "I'll text him."
Moments later, Billy's phone buzzed. His face lit up like it was Christmas
morning when he read Jenny's message:

Hey clever Billy Brown!!

 You just scored 10 FREE movie tickets!!
Sam & Mike say massive thanks for fixing everything!

You'd almost think someone had handed him the keys to the city.

Awesome!!
But tbh, you started this when you asked for help

Maybe then … perhaps I deserve one of those tickets?

We could go see something?

Billy gulped, then typed:

100%
CHAPTER 14
 A DETECTIVE'S FIRST PAYDAY

I WISH I'd been there. Would've loved to pull Sam aside, show her the
numbers. Tell her how the kid's detective work was worth thousands.
But you know what? Sometimes the size of the reward isn't what matters.
To a teenager who loves movies? Ten free tickets might as well have been the
keys to Fort Knox.
Sure, some hotshot consultant (like me) could've charged a fortune for the
same advice. Probably would've made it sound complicated too, with fancy
charts and big words. But a small-town cinema? They'd never have called in
that kind of help.
That's the beauty of what happened here:

The food counter started flowing better.

The staff could see things improving.
Billy got his reward.
And things were looking up.

Detective Rule #9:

The best rewards aren't always measured in dollars and cents.

And the kid? Well, this was just his first case. As he got older and wiser,
he figured out how to get properly rewarded for his special skills. But that's
another story …
PS: Next time you see a long queue somewhere, look around for a
WANTED poster. These bottleneck outlaws are still out there, just waiting to
be caught. Better still, find the bottleneck, and make your own poster.
 INTERMISSION: THE CASE OF
THE CASH COW

LADIES AND GENTLEMEN, we'll be taking a brief intermission.

But instead of selling you overpriced popcorn and bottomless soft drinks
(like cinemas did in the 1980s when I was Billy's age), I'm going to share a
different kind of story. And yes, it involves both food and bottlenecks.
Before we begin Part Two of our story—where we'll take that helicopter
view of the Starlight—let me tell you about something that happened right in
my own neighborhood …
 FIELD REPORT: THE CASE OF THE CASH COW
A few years ago, a local farm shop was struggling to stay open. I had a soft
spot for this shop. They made the most delicious sourdough bread, and my
Mum knew the manager's aunt who’d told her that they might have to close.
Mum had just read my new book The Bottleneck Rules and was convinced
the shop had a bottleneck. She told me I should offer to help him.
Like any good detective, I started by observing. And what I saw was
fascinating.
During busy periods, a queue would form at the counter. Nothing unusual
there. But what happened next was the real clue: New customers would walk
in, see the queue, and walk straight back out again.
The shop owner never noticed these vanishing customers. How could he?
He was too busy serving to look up, rushing between customers, the
refrigerator in the back, the delicatessen counter, and the milk dispenser.
When things were busy, the queue grew longer. Every time the queue grew
longer, more customers walked away.
I'd been one of those walk-away customers myself, so it was easy for me
to spot.
When I finally told him about all the customers he was losing, his eyes
went wide.
"#@$ me," he said, "that's costing me money!"
I gave him a copy of The Bottleneck Rules.
He said, "I'm not much of a reader …"
"Just give it a try," I said, noticing his skeptical look. "You might spot
something useful."
A couple of weeks later, I stopped by again. The first thing I noticed was
a gleaming new machine in the corner—a professional-grade milk dispenser,
much bigger and more rugged-looking than the cheap plastic one it had
replaced.
"Sorry," he said, "but I only had time to read the first three pages."
"That's okay."
"But I figured out who my bottleneck was."
The past tense caught my attention. Was?
 "It was me," he said, grinning. "I was the bottleneck. Every time that old
milk dispenser ran dry, I had to stop serving customers and refill it. The
queue would build up, people would walk away, and I'd lose sales. But look
at this beauty …"
He walked over and patted the new machine proudly. "I'm renting it, so
my costs are up a bit, but it holds eight times as much milk. Now I can serve
customers nonstop during the rush periods. The queue's gone, and my profits
are up 30%."
Now, that 30% profit increase wasn't as impressive as it sounds—their
profits had been very low. But here's what matters: It was enough to save the
business. And I mean that literally—without this tiny intervention, the shop
would almost certainly have folded. Being able to pay your bills is rule
number one of business, and they were struggling to do even that.
These days, it's thriving.
I like to think of that new milk dispenser as his "cash cow."
Cash cows make the best milk.
 BACK TO OUR FEATURE PRESENTATION
Sometimes making money is about seeing the opportunity that's right in front
of you.
This case had everything:

A smoking gun queue pointing to the real problem.

Invisible losses from customers walking away.
A struggling business owner too busy to see what was happening.
A solution that paid for itself through increased sales.

But here's what really makes me smile: It only took three pages of reading
about bottlenecks for the owner to spot his problem.
Why?
Because once you know what to look for, bottlenecks often reveal
themselves.
And now, as we return to our main feature at the Starlight Cinema, we're
about to take that helicopter ride I promised you. Get ready for a very
different view of bottlenecks …
The lights dim, and Part Two begins …
PART TWO
STRAP IN, WE'RE GOING FOR A HELICOPTER
RIDE
Notes from an Old Bottleneck Detective
My friend, it's time to step back and see the bigger picture. Take that
helicopter ride I promised you.
Let me tell you what we're really hunting here. After years on the job, I've
learned to define our perpetrator in simple terms:
A bottleneck is any resource—a person, a machine, a computer CPU, a
traffic intersection, even an airport runway—that can't keep up with the
demand placed on it.
Think of it like a real bottle: No matter how much flows in, that narrow
neck controls how fast it flows out. Or like that narrow stretch of road where
two lanes squeeze into one—everything backs up behind it.
And like a silent strangler, these bottlenecks squeeze the life out of a
business. Slowing everything down. Backing everything up. Until nothing
flows like it should. Day by day, penny by penny, customer by customer,
they strangle the life out of what could be a thriving business.
So far, Billy Brown has taught us the basics—how to zoom in close, spot
what everyone else misses. His sharp eyes and fresh perspective showed us
how to catch bottlenecks in the act. But now it's time to think bigger.
See, any rookie can chase down a perp after the crime. But the real art?
It's seeing the big picture, the stuff happening beyond the yellow tape. Like a
seasoned police chief who doesn't just solve individual cases—they spot the
patterns, understand the territory, prevent the next crime.
Ready to take that helicopter ride? Good. Because we've got a curious
case of timing waiting for us at the Starlight Cinema …

Detective Rule #10:

Sometimes you need to step away from the crime scene to see the
whole crime.
CHAPTER 15
 CASE FILE #8: THE CASE OF
THE STAGGERED SHOWINGS

MIKE'S at the cinema today, and he's about to spot something that would
make any bottleneck detective smile.
He's doing his usual rounds at the food counter, and something's not
adding up. The staff are working like a well-oiled machine. The popcorn's
fresh and ready. Even that new payment system is humming along. But that
queue? It keeps coming back like a bad penny.
Only … not all the time.
It hits in waves.

Detective Rule #11:

Sometimes the culprit isn't a what or a who—it's a when.

Mike pulls out the movie schedule, and there it is—the puppet master
orchestrating it all, pulling the strings. Three movies all starting within 10
minutes of each other. Might as well try to pour a river through a drinking
straw.
Later that day, Mike sits down with Sam.
"The food counter isn't our bottleneck anymore," he says. "Time is."
Sam frowns at the schedule on her desk. "You mean we should spread out
the start times?"
"Exactly. Instead of three movies at 7:00, we go 6:45, 7:00, and 7:15."
Sam's frown deepens. "That means more staff hours. Bigger wage bill."
She gestures at the schedule. "We used to do that, but when money got tight,
I bunched them together. Run three movies at once, you only need one set of
staff."
 She sighs. "Like everyone else trying to survive, I started looking for
costs to cut. Seemed like the responsible thing to do."
Then she remembers something Billy said during his first visit: Count the
money walking away.
"But," she says slowly, "if this helps more customers buy our
outrageously overpriced popcorn and drinks …"
Mike grins. "Exactly."

Detective Rule #12:

Sometimes you have to spend money to stop losing it.

That was the moment Sam's thinking shifted from survival to growth. The
cinema wasn't just dodging bankruptcy anymore—it was building a future.
CHAPTER 16
 THE CHAIN REACTION

YOU MIGHT BE WONDERING: is this really a bottleneck case?

There's no broken equipment, no inefficient process, no untrained staff.
But that's exactly the point. As you work more cases, you start finding
bottlenecks in surprising places—in schedules, in patterns, in the way
different parts of a business dance together. Or don't.
And here's what really gets me about Sam's situation: As long as she was
stuck in survival mode—focused only on cutting costs—she was creating her
own bottleneck. Sometimes the biggest traffic jam is in our thinking.
The staggered showtimes cost more in wages, sure, but what happened
next? Well, that's the thing about solving bottlenecks—sometimes a small
change sets off a chain reaction …

Detective Rule #13:

The best solutions often look expensive … until you count the cost
of the problem.

Let me share something important here. Up until now, we've focused on

helping our bottlenecks work faster or better—that's the supply side of things.
But here's a different angle: Instead of just increasing supply, what if we
could smooth out demand?
Remember how a bottleneck is any resource that can't keep up with
demand? Well, sometimes the smartest move isn't pushing the bottleneck to
work harder—it's reshaping when that demand hits. By staggering the movie
times, we're leveling out those sharp peaks that overwhelmed our resources.
Think of it like spreading traffic across more hours of the day instead of
everyone hitting the road at rush hour. Same number of cars, but a much
smoother flow.
That's why this case is special—it shows us there's more than one way to
solve a bottleneck. Sometimes you help it handle more work. Sometimes you
help it handle work better. And sometimes? You reshape when the work
arrives.
Let me show you another example of demand shaping in action …
CHAPTER 17
 FIELD REPORT: THE CASE OF
THE RAINY DAY RUSH

LET'S step away from the Starlight Cinema for a moment. Here's another
real story about timing and bottlenecks—one that happened right at my kids’
high school.
This case shows us another way to think about scheduling. And this one
didn't need a teenage detective to solve it—just someone willing to look at an
everyday problem differently.
The scene: our local high school
Every time it rained, you could set your watch by it. At exactly 3 p.m.,
the streets around the school would transform into gridlock. Everyone knew
to avoid the area. Businesses lost customers. And everyone just accepted it as
one of those things you couldn't change.
After all, what could you do? You can't control the weather.
The cause? Pure human nature. Parents, not wanting their kids to get
soaked, would flood the streets with cars at exactly the same time.
Like the cinema's bunched-up movie times, this created a bottleneck that
didn't just affect parents—it blocked traffic for everyone. A classic case of a
bottleneck spilling over to hurt innocent bystanders.
The school faced a choice: Keep dealing with the chaos or find a smarter
way.
They got smart.
Their solution was elegantly simple:

1. Check weather forecast at lunchtime.

2. If heavy rain predicted, cut younger kids' lunch break short.
3. Text their parents offering earlier pickup times.
 4. The younger kids go home 20 minutes earlier than normal.
5. Spread the demand across a longer period.

This is our FOCCCUS formula's first C—Coordinate—in action. Instead

of coordinating with movie times like our cinema friends, they coordinated
with Mother Nature herself.
The result? The usual gridlock vanished. By staggering pickup times,
they turned a traffic bottleneck into a smooth flow of cars.
No extra resources needed:

No new parking spaces

No traffic officers
No expensive infrastructure

Just clever coordination with:

The weather
The parents
The schedule
CHAPTER 18
 PATTERNS IN THE RAIN

NOTICE the parallels with our cinema case? Both bottlenecks came from
everyone arriving at once. Both solutions involved spreading demand over
time rather than adding capacity. And both worked because someone zoomed
out to see the bigger picture.
What’s more, both solutions required a mindset shift. Just as Sam had to
move from "save money" to "make money" thinking, the school had to shift
from "manage chaos" to "prevent chaos" thinking.
And speaking of preventing chaos … wait until you hear about the Curly
Twirlies of Liverpool. They're about to teach us another clever lesson in
timing.
CHAPTER 19
 FIELD REPORT: THE CASE OF
THE CURLY TWIRLIES

LET'S take another brief detour from the Starlight Cinema. I want to tell
you about something clever I heard from a friend who grew up in Liverpool
—it's a perfect example of curation, the third C in our FOCCCUS formula.
Let me explain what I mean by curation. Think about a museum curator.
They have thousands of items in storage but limited space to show them.
Their job is to carefully select what goes on display, making the best use of
that limited space.
That display space is a perfect example of a bottleneck—it can only hold
so much, no matter how many treasures are in storage. But instead of trying
to squeeze more in or build more space, curators work their magic by
carefully choosing what goes through their bottleneck and when.
Now, here's the fun part. In Liverpool, the bus system uses this same kind
of thinking to manage their morning rush hour bottleneck.
Retirees get free bus travel, but—here's the clever bit—only after 10 a.m.
Before that, they had to pay peak-rate fares, just like commuters do.
These retirees have earned themselves a nickname: "Twirlies."
Why "Twirlies?” Well, if they're at the bus stop and a bus arrives at 9:45
a.m., they ask the bus drivers, "Am I too early?"—which, in the Liverpool
accent, sounds a lot like "Am I Twirly?"
Of course, they all know they're too early—but they ask anyway, hoping
the driver will let them on for free. This little dance between drivers and
retirees has become a cherished local tradition.
This seemingly simple system actually solves multiple problems:

Keeps buses less crowded during rush hour.

Fills empty seats during quieter times.
Prevents the need for more buses.
Makes public transport work better for everyone.
CHAPTER 20
 CURATING SUCCESS

WHEN WE ZOOM out far enough, we start seeing curation

opportunities everywhere, especially in situations with peak and off-peak
times. Consider how most cinemas use it:

Lower prices for weekday tickets

Higher prices for Friday and Saturday evenings
Free popcorn on quiet Monday nights

There are many ways to curate and shape demand—price is just one of
them. The Liverpool bus drivers use time restrictions, while other businesses
use a mix of pricing and special offers. In my work with large software
development teams, curation often means ruthlessly choosing which projects
NOT to work on NOW. Prioritizing the most important projects prevents
project gridlock. Sure, they make a few enemies—project sponsors don't like
hearing "no"—but the alternative is trying to do everything and delivering
nothing.
They've all figured out the same thing: Sometimes it's smarter to manage
when people arrive (or which projects to tackle) than to rush around trying to
serve everyone at once. Like our previous cases showed us, managing
demand is often more powerful than increasing supply.
And speaking of making everyone happier … let's check back in at the
Starlight Cinema to see how all these small changes are adding up.
CHAPTER 21
 CASE FILE #8: THE CASE OF
THE RIPPLE EFFECT

I LOVE WATCHING the moment when all the pieces start falling into
place.
Sam's staring at her spreadsheet, and for the first time in months, she's
smiling.
"Mike!" she calls out. "Come see these numbers."
Mike wanders over. "Good news or bad news?"
"Three months since Billy spotted that smoking gun queue. Food counter
sales up 32%."
Mike nods. "Amazing what happens when customers don't walk away
empty-handed."
"But here's the kicker," Sam points to another column. "Average spend
per customer is up three dollars."
"Well," Mike grins, "people are happier to spend money when they're not
stuck in a queue getting steamed."
Sam laughs. "And your staff training's paying off. Turns out it's easier to
suggest extras when you're not drowning in angry customers."
"What about ticket sales?" Mike asks.
"Up 6%." Sam shakes her head in wonder. "Can't prove exactly why, but
word's getting around. Place just feels different now."
Mike watches Sam's face, remembering how things felt before. She'd told
him the cinema had been scraping by, with barely enough wiggle room if
anything went wrong. Sam had been:

Cramming movie times together to save on staff

Cutting back on cleaning
 Working endless unpaid hours herself
Planning layoffs she prayed she'd never need

Her family had stopped asking when she'd be home for dinner.

Detective Rule #14:

Money problems squeeze everything tight—especially your
thinking. But when you fix a bottleneck, the benefits ripple out in ways
you never expect.

"You know what's really nice?" Sam closes her spreadsheet. "Instead of
thinking up new things to cut, I'm actually planning improvements."
"You know what's bugging me, Mike?"
We've not heard much about Mike, so let's fix that. Mike was in his 50s
and had worked in a factory most of his life, until he had an accident, and
needed an easier work life. He'd only been at the Starlight for six months but
was a hard worker with a big smile. But lately, before Billy came along, he'd
started wondering how much longer he'd last there—the constant struggle just
to keep the place afloat had worn him down. Now though? His eyes had that
spark again. Problem-solving suited him—it was like doing puzzles, but
puzzles that made people's lives better.
"I think I do," says Mike. "We've run out of bottlenecks to fix."
Sam looks up, surprised and delighted they were on the same wavelength.
"Exactly. Let's get Billy back in here."
CHAPTER 22
 THE VIRTUOUS CIRCLE

LET me share something I've learned over the years: Struggling businesses
tend to have worse cultures than thriving ones.
Think about it—where would you rather work? Where would you want
your kids to work? We spend half our waking lives at work. It matters.
Here's a pattern I've noticed in my decades of detective work: Last
month's profits tend to determine this month's culture. Good profits, good
culture. Bad profits, bad culture. It's never that black and white, but like I say,
if I had to choose …
That's why bottleneck detection matters. Yes, it helps businesses make
money. But more importantly, it helps create places where people want to
work. It turns vicious cycles into virtuous ones:

Better flow makes happier staff.

Happier staff give better service.
Better service brings more customers.
More customers mean more investment.
More investment leads to even better flow.

Detective Rule #15:

Fix the bottleneck, and you don't just fix the business—you fix the
culture too.
CHAPTER 23
 CASE FILE #9: THE CASE OF
THE CROWDED WEEKENDS AND
EMPTY WEEKDAYS
FROM THE DESK of Clarke Ching, Chief Detective Instructor
Sometimes the hardest mysteries are the ones where nothing seems
wrong. That's exactly what our young detective Billy Brown is about to
discover …
It's late afternoon, Tuesday, and the cinema is quiet. Too quiet. Through
the front windows, Billy watches a white taxi drift past, looking for
customers. He sits with Sam and Mike in the empty foyer, fresh from school
and still in his uniform.
"You've really helped us, Billy, with our food counter bottleneck," Sam
says.
"Mike did most of the detective work!" Billy protests.
"Yeah, maybe," Mike says, "but if it wasn't for you, I wouldn't have even
known a crime was being committed." His factory experience had taught him
about processes, but Billy had shown him a whole new way of seeing them.
Billy nods, sipping his free soft drink, feeling pleased with himself: FREE
SOFT DRINK!
"But now we've got a new challenge," Sam says, "and I'd love your help
with it."
Billy puts his drink down, ready to listen.
"We have run out of queues and bottlenecks!"
Sam lays out the facts:
"The cinema is consistently packed on Friday evenings, all day Saturday,
and during the daytime on Sundays. Almost every seat sold. After a short
wait, everyone who wants food has food. No big queues!"
"And the rest of the time?" Billy asks.
 "Ghost town," Sam sighs. "Absolutely dead. Most weekdays we're lucky
to get enough customers to form even a tiny queue."
"We either feast or famine," Mike adds, remembering similar patterns
from his factory days—how they'd either be rushing to keep up or standing
idle.
"Hmm," says Billy. "You know, during your busy times, you do actually
have a bottleneck. It's the total number of cinema seats and they're sold out.
And maybe, for a cinema that’s the right place for your bottleneck to be. I
mean it would be silly if the title number of customers was limited by, say,
the number of bathroom cubicles.”
Sam and Mike nodded, not having thought of that before.
“Also, there is a queue, but no one can see it."
"An invisible queue?" Mike frowns. "Not a smoking gun queue.
Interesting."
"It's made up of all the people who visit your website or show up at the
cinema, hoping to buy tickets, but leave the moment they see the 'Sold Out'
sign."
Sam frowns as she contemplates this. "And … they take their money with
them."
Mike says, “Because we only have so many seats to sell.”
Billy nods. "I'm only a kid, remember, but I can think of two obvious
ways to add more seats. One is to build more cinemas. The other is to add
midnight shows to your schedule."
Sam shakes her head. "There's neither space nor money to build more
theaters."
"That would be a very expensive Upgrade—the U in your FOCCCUS
formula," Mike adds, thinking back to how at his old factory his bosses
seemed to try to solve every problem by buying new equipment. "And we'd
still have the same famine problem during quiet times, but in a way, it would
be worse because we’d have even more empty seats."
"Unfortunately, these days," Sam continues, "customers have little
appetite for late-night screenings."
Billy frowns. "Could you increase ticket prices on Friday and Saturday
nights? You'll lose some customers, but you have an invisible queue of
hopeful customers, and surely some might be happy to pay more."
Sam imagines the headlines on the local Facebook group: "Greedy
Starlight Cinema Raises Prices!" She shakes her head. "I don't want to go
there. We've got a lot of competition, not just from other cinemas. Our
finances are still fragile."
"Crazy idea," Billy ventures. "Movies are so long. If you scheduled
shorter movies, could you add another showing during peak hours?"
Mike snorts, and Sam shakes her head, smiling at the suggestion. "Can't
see that working, Billy."
"Oh … okay." Billy pauses, then brightens. "What about adding an
intermission—like they did in the old days?"
Sam considers this. The staff costs would go up, but that's not what
worries her. "Modern audiences would hate that. They're used to watching
entire seasons of TV shows without a break."
A black cab glides past the window, its yellow light glowing hopefully in
the afternoon sun.
They toy with offering wine and other foods to increase sales, but nothing
excites Sam. "We're not legally set up to sell alcohol, and we've limited
kitchen space."
They switch focus to the midweek problem, brainstorming ways to fill
those empty seats:

More advertising
Lower weekday prices
Extra kids' screenings

But these are just the same tired solutions every struggling cinema tries.
Nothing feels fresh. Nothing feels right.
Billy's drink is empty. Just like the midweek cinemas, and their list of
good ideas. And the local taxis too, judging by all the different ones Billy has
seen cruising past Sam's office window today.
"Sorry, I couldn't help."
CHAPTER 24
 THE EMPTY SEATS DILEMMA

POOR BILLY. He must have felt about as deflated as the balloons from
last week's birthday party. It's tough when you can't crack a case.
Sam, and Mike too. Tough times.
You and me, though? We already know that everything turns out great.
Nonetheless, maybe it's time for a little pep talk about grit and perseverance.
Remember how, when Billy first walked into the Starlight Cinema, he
spotted the smoking-gun queue and solved the case in minutes. This time? No
smoking gun. No obvious clues. Just empty seats and missed opportunities.
Some cases you crack instantly. Others need time to percolate. You try
the obvious solutions, and when they don't work, you keep looking. Keep
asking questions.
The trick is finding the solution that fits your particular situation. What
works for one cinema might not work for another. What worked last year
might not work today. And the beautiful thing? You only need to find one
solution that works to turn a sad story into a happy one.
Sometimes the best solutions come when you're not actively searching for
them—like when you're standing outside, getting some fresh air, and notice
something interesting …
And speaking of which … some time soon Billy will discover that
sometimes the answer to your problem is sitting right outside your door,
probably drinking coffee and reading the newspaper while waiting for their
next fare …
CHAPTER 25
 CASE FILE #10: WHEN 1+1=3

I’M sure you’ve heard it said that the best solutions are the ones where
everyone wins? Well, our young detective is about to prove that point again.
Sam couldn't shake the feeling that she'd wasted Billy's time. Sure, he'd
gotten a free soft drink out of it, but the afternoon had ended on such a flat
note. And that didn't sit right with her.
So she did what good managers do—she picked up the phone.
"Billy? I've been thinking. We should pay you for your time today and
over the last few months. For that magnificent mind of yours."
Now, most kids would've jumped at the offer of cash. But Billy? He had
that detective's knack for seeing value others miss.
"Actually …" he said slowly, "I have a different idea."
See, Billy had done his homework. He'd learned cinema's sneaky little
secret: those "outrageously overpriced" snacks Sam joked about? They cost
the cinema almost nothing to make. And while the cinema had to pay the
movie distributors a cut of every ticket—even free ones—filling an otherwise
empty midweek seat wouldn’t cost the cinema much at all.
So he made his proposal: one year's supply of free drinks, popcorn, and
midweek movie tickets—for himself and a friend.
Sam didn't hesitate. "Make it a lifetime deal, and you’ve got a deal.”

Detective Rule #16:

A master detective spots when something worthless to one party is
precious to another—that's not only a clue, it’s often the first step
toward a solution."
 Let's break down this little piece of detective economics:

For Billy: Unlimited movies and snacks with his friends (priceless
when you're his age).
For the cinema: Empty seats filled, minimal actual costs, and a
very happy young detective.
For Sam: The satisfaction of doing right by someone who'd tried
to help.

But there was something else here—something that made Sam's detective
instincts tingle. If empty seats and cheap-to-make snacks could be turned into
such valuable rewards … Well, that was an interesting thought.
A very interesting thought indeed.
Unfortunately, she didn't know what to do with the thought.
Sam filed it away in that part of her brain where good ideas go to
percolate.
Sometimes the best solutions need time to ripen.
CHAPTER 26
 CASE FILE #11: THE CASE OF
THE EMPTY SEATS AND FULL
PARKING
CINEMAS around the world make bucket loads of money by cooking
simple popcorn kernels, adding salt and butter, and turning them into
expensive treats. Well, our young detective was about to show us an even
more impressive transformation. But first, he needed to find his raw
ingredients.
Billy returns to the cinema the following afternoon. Like any good
detective following a hunch, he wasn't invited. He just felt a need to go there,
to observe. To think. To mull.
In his mind, he'd always thought of the food counter as the crime scene,
but now knew he needed to think higher and wider. To see the bigger picture.
To take that helicopter view.
He stands outside for a few moments, gathering his thoughts. Yesterday's
conversation about the empty seats is still fresh in his mind as he tries to
figure out why the cinema can't fill those midweek seats.
He closes his eyes and imagines building a detective’s crime wall—the
kind you see in movies, with photos pinned up, red string connecting clues,
and key suspects circled. At the center: the cinema’s empty seats. Around it,
he pins the culprits he’s spotted so far: the clogged parking spaces, the long
taxi line, and the question of untapped demand for daytime showings. Each
piece slots into place, but something still doesn’t add up. The connections
aren’t clear yet.
His first thought is that their marketing team—which is actually just Sam
—might be the bottleneck.
Billy imagines a funnel sitting on top of a bottle. He knows that
marketing people often talk about sales funnels. Is the cinema's bottleneck
inside the funnel rather than in the bottle?
He isn't sure, but he suspects it is.
Maybe they need to advertise to get more people to fill the seats. That'd
be like making the funnel wider at the top.
Or maybe there's already enough demand—perhaps there are many
people out there who'd love a midweek, daytime movie—but something is
blocking them from coming.
Perhaps they're going somewhere else?
As Billy stands outside the cinema, the ingredients for his solution are
slowly gathering, though he doesn't know it yet. First ingredient: a cinema
with empty seats during quiet times. Second ingredient: nearby parking
spaces full of commuters' cars, doubling the cost of seeing a movie.
He sees Jenny heading into work for her afternoon shift and they
exchange waves.
Then his attention is caught by a long line of taxis parked along the curb,
drivers out of their cars, chatting. Waiting. Waiting. Waiting. More taxis
drive by. Empty. Hoping to pick up someone who flags them down.
He blinks then finally he sees it—his third ingredient: the taxis’ back
seats are all empty.
Just like the seats in the cinema.

Detective Rule #17:

Sometimes the solution to your problem is someone else's
problem.

Now all he needed was to find the right heat, the right pressure point that
would transform these separate problems into one elegant solution.
Billy rushes inside, finds Sam and Mike, and asks to speak with them.
They take a seat, and Mike offers to fetch him a free soft drink.
FREE DRINK! Who has time for free drinks?
Billy shakes his head, then says, "I've got an idea."
Sam and Mike say "Yes" at the same time.
Billy says, "What if the problem isn't just that your seats are empty during
the day? What if that's just a symptom? What if the real problem is that
people can't park nearby?"
Sam and Mike both frown, knowing full well that parking has always
been a problem.
"But we can't add more parking spaces," Sam says.
"You don't need to," Billy replies, breathlessly. "The seats in the taxis
outside—they're just like your empty cinema seats. They've got spare
capacity, just like you do."
He pauses, hoping they'll grab hold of the idea and take it from here—he's
done the hard bit, finding the bottleneck.
They don't, so he adds, "They've got spare capacity, just like you do."
Mike bounces in his seat. "What if we offer free taxi trips for people who
buy two or more tickets per taxi?" He turns to Sam, excited. "I bet you could
negotiate a big discount from the taxi companies for all the business we
would bring them."
Billy says, "It'd be win-win."
Sam holds up her hand.
Win-win?
Her eyes light up as she remembers her negotiation with Billy the
previous day. Suddenly she knows what they have to do.
"Or … what if we let the customers pay for the taxis themselves, but then
they can use the full value of their taxi receipt as a discount for food?"
Mike frowns, thinking it through. "The taxi receipt becomes a cinema
food voucher?"
Sam, thinking out loud, says, "Yes, and because the margins on our food
are so astronomically high, it wouldn't cost us much; we'd still make a
chunky profit from each customer."
She turns to Billy. "Just like those lifetime tickets we talked about
yesterday."
Billy nods vigorously. "You're certain to sell loads more daytime tickets."
Sam grins. "We will fill the seats, our customers will feel like they've got
a bargain, and we'll keep our costs low. Everyone wins."
Mike leans back, smiling. "Billy, you've done it again!"
Billy says, "Mike. Sam. We've done it again."
And just like that, three separate problems had been transformed into one
solution that made everyone winners. Not bad for an afternoon's detective
work.
The End!
(Not really, keep reading!)
CHAPTER 27
 CASE FILE #12: THE FINAL
CLUE

THE STARLIGHT CINEMA, 20 Years Later

Our not-so-young detective returns to the scene of his first case, this time
with two junior detectives in tow. His free pass still works, and he uses it to
secure his and his wife's tickets, then pays for his two kids. If he'd had true
foresight, all those years ago, he would have bargained for a family pass ...
The familiar suspects are all here: the creaky floorboards, the movie
posters, even that popcorn machine still transforming simple kernels into
profit. His kids race to the concession stand—no queues these days—while
he hangs back, observing. Always observing.
The case files wouldn't be complete without one final clue. As the lights
dim and The Smoking Gun appears on screen, he turns to his partner in
crime-solving.
"This should be a great movie, Jenny."
 A LETTER TO NEW DETECTIVES

From Clarke Ching, Chief Detective Instructor

Dear Detective,
You've walked alongside Billy as he solved his first cases. You've seen
how a simple observation—a queue at a food counter—led to something
much bigger. A struggling cinema transformed. Lives improved. A
community saved.
That's the real magic of what you've learned here. It's not just about fixing
bottlenecks—it's about seeing possibility where others see problems.
Remember how Billy started? Just a curious kid who noticed a queue. He
didn't have fancy tools or an MBA. He just looked at things differently. Then
he found Mike, who knew the territory. Together, they made magic happen.
That's all it takes to start: curiosity and someone who knows the ground.
I've spent 30 years hunting bottlenecks, and here's what I know for
certain: The most powerful solutions often hide in plain sight. Like those
empty taxis outside the cinema, just waiting to solve the parking problem.
The answer was there all along—it just needed someone to see it.
Your detective kit is simple: the FOCCCUS formula, your magnifying
glass for details, and your wide-angle lens for the bigger picture. But your
most powerful tool? That's your fresh eyes and caring heart.
Start small. Get curious. Find a partner who knows the territory. Look for
the quiet problems that everyone's stopped noticing. And remember—
sometimes the best solution isn't about adding more, it's about seeing what's
already there.
The world needs more detectives like you. More people who can spot the
invisible queues, who can turn problems into opportunities, who can help
businesses thrive and make work better for everyone.
 Your first case is waiting out there. Trust your training. Trust your
instincts.
And remember—I believe in you.
Good hunting,
Clarke

PS: Oh, just one more thing (as Lieutenant Columbo would say)...
Ever wondered what a bottleneck looks like on the other side of the
world? Billy's about to find out! In "Billy Brown and the Bottlenecked BBQ,"
our favorite detective faces his toughest case yet - a Christmas crisis in New
Zealand, where December means sunshine instead of snow, and barbecues
instead of hot cocoa.
When Billy arrives for his first-ever summer Christmas (with his Kiwi
relatives), he discovers something threatening to turn this backyard BBQ
bonanza into a seasonal catastrophe. Can he adapt his detective skills to a
place where Christmas means jandals (that's Kiwi for flip-flops), beach
cricket, and pavlova? Where a BBQ isn't about slow-cooked Memphis ribs,
but rather... well, you'll have to read it to find out!
Ready to help Billy crack his first international case? You'll find this
sunny mystery waiting for you at BottleneckDetective.com - and yes, it's
completely free.
After all, bottlenecks don't take holidays - even on Christmas Day in
paradise!
Happy sleuthing!
APPENDIX: THE FOCCCUS
FORMULA—A DETECTIVE'S GUIDE

You've just learned more about bottlenecks in one hour than most business
experts learn in years.
While traditional books might bury these lessons in hundreds of pages
about 1980s factory floors, I’ve focused on what matters today—practical
tools you can use anywhere, from hospitals to tech teams, from charities to
coffee shops.
Now let's wrap up with a quick look at the FOCCCUS formula—your
detective's toolkit for solving bottleneck mysteries wherever you find them.
FIND
This is where your detective work begins! Look for the bottleneck by
following the clues—usually queues or piles of waiting work. As our young
detective Billy loves to say: "The Queue is the Clue!" And you know what?
He's absolutely right.
OPTIMIZE
Once you've caught your bottleneck, it's time to help it perform better without
breaking the bank. Here's some great news: Before people know about
bottlenecks, they often haven't paid special attention to these critical
resources—which means there's usually lots of valuable low-hanging fruit
just waiting to be picked! Maybe your bottleneck needs fewer distractions,
smoother processes, some friendly on-the-job training, or just a few clever
tweaks. It's amazing how often tiny changes can make a huge difference.
COORDINATE
Here's where you get everything dancing to the same rhythm as your
bottleneck. Picture a naval fleet moving in perfect sync with their flagship
aircraft carrier—beautiful, right? Sometimes this means deliberately slowing
things down (I know, sounds crazy!) to prevent outpacing your bottleneck.
Smart moves like getting the kids to put their shoes on before you're ready to
leave (not when you're already late), or how clever airports do passport
checks at departure instead of arrival. Small changes, big impact!
COLLABORATE
This, truly, is where the most magic happens! Get your non-bottleneck
resources helping out the bottleneck. They've got spare capacity, so put it to
good use!
Think about it: Often this is the first time the bottleneck and non-
bottlenecks have had a proper chat about how they work together—and you
wouldn't believe the quick wins just sitting there waiting to be discovered.
And here's another delightful secret: Two (or more) brains working together
are usually far, far cleverer than one working alone. It's like having a
detective partner—everything gets easier!
CURATE
Channel your inner museum curator and be choosy about what goes through
your bottleneck. Prioritize, find alternatives, and—here's your new
superpower—learn to say "no" nicely. Trust me, protecting your bottleneck
from overwhelm is an art worth mastering.
UPGRADE
Yes, spending money can be absolutely brilliant—it's just not usually your
first move.
After you've done your detective work and tried the steps above, smart
spending can transform your bottleneck. New equipment? Extra staff? Better
facilities? Go for it! The key is spending wisely once you understand what's
really needed.
START AGAIN (STRATEGICALLY)
Bottlenecks are sneaky—they tend to move when you make changes or when
the world shifts around you. Sometimes it can feel like playing whack-a-mole
—fix one bottleneck and another pops up somewhere else! Sometimes you'll
need to improve performance where the bottleneck is now, other times you'll
want to guide it to a better spot. (Think about it: In a cinema, you want your
bottleneck to be the number of seats, not the speed of the popcorn machine!)
When your bottleneck moves, just dust off your detective hat and start again.

Remember:

Use these steps as inspiration, but let your common sense be your
guide.
Sometimes you'll need all the steps, sometimes just a few. The
goal is making things work better, not winning a formula-
following competition!
Don't be the clever smarty pants who comes up with the ideas all
by yourself—collaborate and co-create with your colleagues.

If you’d like to dive deeper into the world of bottleneck detection, check
out The Bottleneck Rules: How to Get More Done (When Working Harder
Isn't Working) for more detective stories and advanced techniques.
Happy hunting, detective!
ABOUT CLARKE CHING - ‘THE
BOTTLENECK GUY’
Hi! I'm Clarke and, arrrghghhh, I am much happier writing about bottlenecks than myself—but here we
go
Here's a fun secret: every puzzle in this book came from real businesses I've helped over the years.
Hospitals, tech startups, banks, retail stores—same problems, just different queues.
I go out of my way to write what I call "baby crocs"—short'n'snappy books without the fluff:

The Bottleneck Rules is your perfect next step if you enjoyed

Billy's adventure. It's packed with stories and just enough
"bottleneck theory" to make things click.
And CorkScrew Solutions? My favorite! It’ll help you crack those
mental bottlenecks—you know, the tricky problems that keep you
and your team stuck. Think of it as WD-40 for your brain.

When I'm not busy tracking down bottlenecks, you'll find me scooting around Nelson, New
Zealand, on my bike.

That’s me. What about you? Want to say hello?

Find me at clarkeching.com
Track me down on LinkedIn
(call me old-fashioned) email me at clarke@clarkeching.com
ACKNOWLEDGMENTS

A massive thank you to my daughter Aisling Ching (a real-life

criminologist!) who doubled as my editor. I couldn't have asked for a better
combination.

And to Julia, Linda, Miryana, Gerry, Ian, Angela, Lara, and Dan - thank you
all for everything. You know who you are!

And, Ginny - it’s your turn.