Quotes About Efficiency

work in process' or 'inventory

Without automated testing, the more code we write, the more money it takes for us to test.

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

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

business project work as one.

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

Continuous Delivery.

David J. Anderson's book Kanban: Successful Evolutionary Change for Your Technology Business; it's

Unlike the other categories of work, unplanned work is recovery work, which almost always takes you away from your goals. That's why it's so important to know where your unplanned work is coming from.

a system where small teams of engineers are able to work productively and independently of each other, with components painstakingly and splendidly isolated from each other, instead of being complected into a giant, ugly, knotty mess.

Studies have shown that practicing five minutes daily is better than practicing once a week for three hours.

As part of the First Way, you must gain a true understanding of the business system that it operates in.

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.

Code deployment lead time, code deployment frequency, and time to resolve problems are predictive of software delivery, operational performance, and organizational performance, and they correlate with burnout, employee engagement, and so much more.

a small number of reliable, automated tests are almost always preferable over a large number of manual or unreliable automated tests.

When every team expedites their work, the net result is that every project ends up moving at the same slow crawl.

Maxine loves coding and she's awesome at it. But she knows that there's something even more important than code: the systems that enable developers to be productive, so that they can write high-quality code quickly and safely, freeing themselves from all the things that prevent them from solving important business problems.

Without these self-service Operations platforms, the cloud is just Expensive Hosting 2.0.

Mike Rother says that it almost doesn't matter what you improve, as long as you're improving something. Why? Because if you are not improving, entropy guarantees that you are actually getting worse, which ensures that there is no path to zero errors, zero work-related accidents, and zero loss.

In addition to the human suffering that comes with the current way of working, the opportunity cost of the value that we could be creating is staggering—the authors believe that we are missing out on approximately $2.6 trillion of value creation per year,

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 Second Ideal is Focus, Flow, and Joy.

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.