When waiting causes misery and death

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April 28, 2026 | 12:00am

The death of a delivery rider while waiting for a government cash aid under the scorching sun is not a story of bad luck. It’s a classic case of bad processes. Sadly, after only two weeks, the misery was repeated in the case of taxi drivers longing for fuel subsidy. It’s not an isolated failure but a deeper design flaw. How much more if they’re not published?

It’s a visible symptom of an invisible system failure. When people are forced to line up for hours just to receive public assistance, the system is quietly declaring that inefficiency is acceptable and human discomfort is collateral damage.

But, why must the people suffer just to be served? It’s not about heroism. It’s about redesigning the process so that their dignity, health and safety are built in from the start.

Because in any system, whether private or public endeavor, waiting under extreme conditions should never be normalized – it should be engineered out. Otherwise, they become a silent risk and a potential headline waiting to happen. So, how do we solve this problem?

The systemic solution

Enter the Systemic Solution. It starts with root cause analysis, map the process, remove bottlenecks, redesign queues, add shade, hydration, digital scheduling and real-time communication.

Set limits on waiting times, and continuously monitor metrics, ensuring rapid feedback loops, accountability and reasonable standards that protect the people.

Here are the basic steps:

1. Go to the place where the action is. The Japanese call it the Gemba Walk, the place where value is created. Don’t solve problems from an air-conditioned office. Officials must visit the place under the same difficult circumstances.

Use a stop watch. Observe how long must people wait. Where queues are forming. Who gets prioritized. The uncomfortable truth often appears quickly. Design the system for the people.

2. Do a root cause analysis. Ask “why?” at least five times excluding the question – why did the rider die? It should start with: Why did he have to wait for hours? Because of slow processing. Why slow? Because of manual verification. Why do manual verification? Because of inaccurate data. Why inaccurate data? Because there’s no demand forecasting. Why no forecasting? Because of the absence or improper data-driven planning.

3. Eliminate wastes in the process. One solution is digitized pre-registration. Remove on-site paperwork marathons. Allow the drivers and riders to book their time slot. Pay through e-wallets to remove physical lines. If not, decentralize the distribution centers closer to the communities. Don’t improve the line. Eliminate the need for the line.

4. Standardize and visualize the process. Have clear signs and directions – where to go, what step they’re in and how much waiting time is needed. Provide clear, simple instructions. Have a real-time queue board to let people know how far they’re from the distribution point. This eliminates confusion that causes delay – the delay that creates risk.

5. Build respect for everyone. Build tents for people willing to wait, provide free water stations and medical standby facilities. Give priority lanes for vulnerable groups like senior citizens and PWDs. Establish reasonable processing standards. Limit the requirements to two IDs, driver’s license and national ID.

6. Continuous feedback loop. Even if you think the process yielded no issue, still gather feedback from beneficiaries. Measure waiting times every day. Then adjust staffing requirements and proceed with an unimpeded flow. The solution doesn’t stop after one fix. Do small improvements, every day.

Free training program

The problem is not that delivery riders and taxi drivers are impatient. The problem is that the system requires them to wait and suffer. If the process forces them to choose between earning a living and standing for hours under the sun, then the process itself is the real casualty.

It’s only a matter of time before the next victim emerges.

Enough of these issues. I’m offering my consulting and training program free for any government agency to avail itself of it, subject to very minimal conditions. That includes a 30-day pilot implementation, transparent performance metrics and a public commitment to sustain improvements beyond initial results.

Sounds too good to be true? Only if results aren’t measured. This limited offer stands on transparent metrics, time-bound pilots and verifiable outcomes. You don’t want to miss it.

Rey Elbo is a quality and productivity activist. Send your comment, question, or story to [email protected] or DM him on Facebook, LinkedIn, X or via https://reyelbo.com