Quotes About Efficiency

do we work in small batches, ideally single-piece flow, getting fast and continual feedback on our work?

The key thing we should care about is not the form, but the outcomes: deployments should be low-risk, push-button events we can perform on demand.

High touch marketing requires high tech. But if there's so many of us assigned to these Marketing projects,

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.

When r&d capital is locked up as wip for more than a year, not returning cash back to the business, it becomes almost impossible to pay back the business,

Furthermore, integrating the objectives of QA and Operations into everyone's daily work reduces firefighting, hardship, and toil, while making people more productive and increasing joy in the work we do. We not only improve outcomes, but our organization is better able to win in the marketplace.

You know what your problem is?" Erik says, pointing a finger at John. "You never see the end-to-end business process, so I guarantee you that many of the controls you want to put in aren't even necessary.

Chuck Rossi, Director of Release Engineering at Facebook, described, "All the code supporting every feature we're planning to launch over the next six months has already been deployed onto our production servers. All we need to do is turn it on.

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

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

Done poorly, Conway's Law will prevent teams from working safely and independently; instead, they will be tightly-coupled together, all waiting on each other for work to be done, with even small changes creating potentially global, catastrophic consequences.

the %C/A can be obtained by asking downstream customers what percentage of the time they receive work that is 'usable as is,' meaning that they can do their work without having to correct the information that was provided, add missing information that should have been supplied, or clarify information that should have and could have been clearer.

Improving daily work is even more important than doing daily work.' The

We should have done this a long time ago. We bump up the priorities of things all the time, but we never really know what just got bumped down. That is, until someone screams at us, demanding to know why we haven't delivered something.

In any value stream, there is always a direction of flow, and there is always one and only one constraint; any improvement not made at that constraint is an illusion." If

According to Lean, our most important customer is our next step downstream.

The Goal by Dr. Eli Goldratt.

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

We cannot achieve deployments on-demand if we always have to wait weeks or months for production or test environments. The countermeasure is to create environments that are on demand and completely self-serviced, so that they are always available when we need them.

If we single-task on the most important project for two weeks and still aren't able to make a big dent, then I think we should all find new day jobs.

The goal is clear: enable fast and safe deployments into production, and for the first time in years, do it using the same environments across Dev, Test, and Production.

We cannot achieve deployments on demand if each of our production code deployments take weeks or months to perform (i.e., each deployment requires 1,300 manual, error-prone steps involving up to three hundred engineers). The countermeasure is to automate our deployments as much as possible, with the goal of being completely automated so they can be done self-service by any developer.

We cannot achieve deployments on demand if every code deployment requires two weeks to set up our test environments and data sets, and another four weeks to manually execute all our regression tests. The countermeasure is to automate our tests so we can execute deployments safely and to parallelize them so the test rate can keep up with our code development rate.

She's often heard that IT is the nerve center of the entire organization, because over the last thirty years almost every business process has been automated through IT systems. But for whatever reason, businesses have allowed their nervous system to become degraded, like multiple sclerosis disrupting the flow of information within the brain and between the brain and the body.