Quotes About Workflow

Why does stuffing one envelope at a time get the job done faster even though it seems like it would be slower? Because our intuition doesn't take into account the extra time required to sort, stack, and move around the large piles of half-complete envelopes when it's done the other way.

By supporting all the links in the building chain and giving them an easy, intuitive tool for sharing model-based project information, GTeam enhances workflows and improves communication from design through to fabrication and assembly.

Workflow and usability are not afterthoughts; they impact the core of any project and dictate how it should be engineered.

There are writers' rooms that will write episodes all together, who will break into little groups and write certain scenes. Everyone's process can be a little bit malleable. Everyone tries to get into a groove or find what works for their room.

As I argued, when you delegate productivity decisions to the individual, it's not surprising that you end up stuck with a simple, flexible, lowest common denominator–style workflow like the hyperactive hive mind.

A workflow centered around ongoing conversation fueled by unstructured and unscheduled messages delivered through digital communication tools like email and instant messenger services. The hyperactive hive mind workflow has become ubiquitous in the knowledge sector.

Optimize processes, he urged, not people.

The title of this book, A World Without Email, turns out to be just an approachable shorthand for the more accurate portrayal of my vision: A World Without the Hyperactive Hive Mind Workflow.

The Hyperactive Hive Mind A workflow centered around ongoing conversation fueled by unstructured and unscheduled messages delivered through digital communication tools like email and instant messenger services.

As long as we remain committed to a workflow based on constant, ad hoc messaging, our Paleolithic brain will remain in a state of low-grade anxiety.

a good process-centric message immediately "closes the loop" with respect to the project at hand. When a project is initiated by an e-mail that you send or receive, it squats in your mental landscape—becoming something that's "on your plate" in the sense that it has been brought to your attention and eventually needs to be addressed. This method closes this open loop as soon as it forms.

It's divided into five columns: plan, ready, blocked, work, and done.

An organization is only as effective as its processes.

Remember, it goes beyond reducing WIP. Being able to take needless work out of the system is more important than being able to put more work into the system.

We're putting in checklists everywhere, especially when we do handoffs within the team. It's really making a difference. Error rates are way down.

By doing this, Development and Operations may end up creating a shared work queue, instead of each silo using a different one (e.g., Development uses JIRA while Operations uses ServiceNow). A significant benefit of this is that when production incidents

What that graph says is that everyone needs idle time, or slack time. If no one has slack time, wip gets stuck in the system. Or more specifically, stuck in queues, just waiting.

Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.

A critical part of the Second Way is making wait times visible, so you know when your work spends days sitting in someone's queue—or worse, when work has to go backward, because it doesn't have all the parts or requires rework.

In hindsight, we now know that WIP is one of the root causes for chronic due-date problems, quality issues, and expediters having to rejuggle priorities every day. It's

work can bounce between teams endlessly due to incomplete information, or work can be passed onto downstream work centers with problems that remain completely invisible until we are late delivering what we promised to the customer or our application fails in the production environment.

Small batch sizes result in less WIP, faster lead times, faster detection of errors, and less rework.

I'm a zero inbox guy.

I think people can just make things now. It's kind of what happened with the music industry. Before, a band couldn't afford to go into a nice studio, or if they were going to go into a nice studio, they had to record twenty-five songs in two days. That's not a healthy workflow for anyone.