Quotes About Workflow

Design is how it works."[

The physical board had a huge psychological effect compared to anything we got from the electronic tracking tool we used at Microsoft. By attending the standup each day, team members were exposed to a sort of time-lapse photography of the flow of work across the board. Blocked work items were marked with pink tickets, and the team became much more focused on issue resolution and maintaining flow. Productivity jumped dramatically.

if there is no explicit limit to work-in-progress and no signaling to pull new work through the system, it is not a kanban system.

The essence of starting with Kanban is to change as little as possible. You must resist the temptation to change workflow, job titles, roles and responsibilities, and specific working practices.

Greenhopper for Jira

We're very specific when we're drawing work plans. We think about the chances of when a person gets off the elevator where they will go. We think about how people get to a coffee machine, when they go and get their lunch, when they go to the bathroom.

In my home office, I have two large, 30-inch computer monitors - a Mac and a PC. They share the same mouse and keyboard, so I can type or copy and paste between them. I'll typically do Web stuff on the Mac and e-mail and chat stuff on the PC.

We will discover that reducing batch size is usually the single most cost-effective way to reduce queues.

The key idea is that we construct our production flow by starting with the longest (or most difficult, or most sensitive, or most expensive) step and work our way back.

we should try to make our managerial work take on the characteristics of a factory, not a job shop. Accordingly, we should do everything we can to prevent little stops and starts in our day as well as interruptions brought on by big emergencies.

a very important way to increase productivity is to arrange the work flow inside our black box so that it will be characterized by high output per activity, which is to say high-leverage activities.

To implement the actual simplification, you must question why each step is performed. Typically, you will find that many steps exist in your work flow for no good reason. Often they are there by tradition or because formal procedure ordains it, and nothing practical requires their inclusion.

Thus, a very important way to increase productivity is to arrange the work flow inside our black box so that it will be characterized by high output per activity, which is to say high-leverage activities.

The whole process of getting cards printed is so cumbersome.

It is processes that are important.

I have worked in films where we just put on the make-up and go in for a shoot without any discussions and even a talk with the director.

Customers require the effective integration of technologies to simplify their workflow and boost efficiency.

While someday the computerization of medicine will surely be that long-awaited "disruptive innovation," today it's often just plain disruptive: of the doctor-patient relationship, of clinicians' professional interactions and work flow, and of the way we measure and try to improve things. I

What my people and I have done is to examine daily the queues in front of the assembly and in front of the bottlenecks— we call them 'buffers.' We check just to be sure that everything that's scheduled to be worked on is there—that there are no 'holes.' We thought that if a new bottleneck pops up it would immediately show up as a hole in at least one of these buffers.

We don't break setups, or light a fire. We just point out to the foreman of that work center which job we would prefer he gets to next.

First, make sure the bottlenecks' time is not wasted," he says. "How is the time of a bottleneck wasted? One way is for it to be sitting idle during a lunch break. Another is for it to be processing parts which are already defective—or which will become defective through a careless worker or poor process control. A third way to waste a bottleneck's time is to make it work on parts you don't need.

On my desk I have three screens, synchronized to form a single desktop. I can drag items from one screen to the next. Once you have that large display area, you'll never go back, because it has a direct impact on productivity.

They will ask to go back to the old way of working, in which they had the opportunity to "stay efficient" by working in larger batches and passing work between departments.

Stop production so that production never has to stop.