Quotes About Work

Improving daily work is even more important than doing daily work.' The Third Way is all about ensuring that we're continually putting tension into the system, so that we're continually reinforcing habits and improving something. Resilience engineering tells us that we should routinely inject faults into the system, doing them frequently, to make them less painful.

we are all lifelong learners who must take risks in our daily work.

How can we manage production if we don't know what the demand, priorities, status of work in process, and resource availability are?

I wince, thinking about how this will tie up even more of our guys, doing menial work that the broken application should be doing. Nothing worries auditors more than direct edits of data without audit trails and proper controls.

You probably don't even see when work is committed to your organization. And if you can't see it, you can't manage it—let alone organize it, sequence it, and have any assurance that your resources can complete it.

Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.

We all know the threat the company faces is real, she thinks. The job of the bridge crew is to ensure the company strategy is viable, not to remind them of the strategy or to micromanage everyone to death. Their job should be to ensure everyone can get their work done.

He continues, "Remember, outcomes are what matter—not the process, not controls, or, for that matter, what work you complete.

How can we manage production if we don't know what the demand, priorities, status of work in process, and resource availability are? Suddenly, I'm kicking myself that I didn't ask these questions on my first day.

Personal Kanban: Mapping Work | Navigating Life by Jim Benson and Tonianne DeMaria Barry. This

I had called Erik briefly to tell him that I had discovered three of the four categories of work: business projects, internal projects, and changes

All the firefighting displaced all the planned work, both projects and changes

the Third Ideal is Improvement of Daily Work. It is the dynamic that allows us to change and improve how we work, informed by learning. As Sensei Dr. Steven Spear said, 'It is ignorance that is the mother of all problems, and the only thing that can overcome it is learning.

Completely disoriented, I look around and realize that I'm at work and that I must have fallen asleep while waiting for the Phoenix status meeting to start. I sneak a peek at my watch. 11:04 a.m.

This fast and frequent feedback is such a big part of achieving the Second Ideal of Focus, Flow, and Joy. And all of this was enabled by properly elevating the improvement of daily work over daily work itself, as dictated by the Third Ideal.

You must figure out how to control the release of work into IT Operations and, more importantly, ensure that your most constrained resources are doing only the work that serves the goal of the entire system, not just one silo.

Without constant feedback from a centralized build, integration, and test system, they really have no idea what will happen when all their work is merged with everyone else's.

achieving this greatness is never free. It requires focus and elevation of improvement of daily work, even over daily work itself. Without this ruthless focus, every simple system degrades over time, increasingly buried under a tundra of technical debt.

you pay down technical debt as a part of daily work. It's a magnificent example of the First Ideal of Locality and Simplicity in our code and organizations.

The Third Ideal is Improvement of Daily Work. Reflect upon what the Toyota Andon cord teaches us about how we must elevate improvement of daily work over daily work itself.

three of the four categories of work: business projects, internal projects, and changes.

Amazingly, the transformations are not primarily based on automation. Instead, the incredible improvements come from modifying policies around the system of work and the policies that control work in process, ensuring that there are effective cross-functional teams, subordinating everything to the constraint, and managing handoffs well.

build ever-deeper knowledge about how to manage the systems for doing our work, converting inevitable up-front ignorance into knowledge.

we also design our system of work so that we can multiply the effects of new knowledge, transforming local discoveries into global improvements. Regardless of where someone performs work, they do so with the cumulative and collective experience of everyone in the organization.