Quotes About Efficiency

Let us make hay while the sun shines.

The pleasure we take in eating is an efficient way to ensure that the body will get the nourishment it needs. The pleasure of sexual intercourse is an equally practical method for the genes to program the body to reproduce and thereby to ensure the continuity of the genes.

if workers really enjoyed their jobs they would not only benefit personally, but sooner or later they would almost certainly produce more efficiently and reach all the other goals that now take precedence.

Compartmentalize

Your brain doesn't work very well in the sudden oxygen deprivation of 14,000 feet. Combine that with lack of sleep, and efficient work is extremely hard.

Life is too short to waste doing things we don't have to do.

all you barely see are sparks from those pennies they won't let go of. You must invest in yourself, in education, training, coaching, mentoring, health, and systems and tools, allowing you to Work Smarter, Not Harder. Most the super-extremist hardcore tightwads who I know seem to never be satisfied or happy. They just want more for free. If

They act like "business owners" because they are. They put themselves in a position to continue networking, learning, and "being close to the action." They don't go to court, paint houses, collect rent, cut grass, or help set out evicted tenants. They have systems in place to handle this for them.

Turnovers are by far, your biggest expense. The fewer you have, the more money you will make.

Go ahead and invest a tad bit more and get a good quality, high-rise toilet. It will pay for itself in short order because they can flush bricks and gravel.

No one should sign up for more than one or two cards at a time.

If human misery and efficient boredom could be beautiful, there would have been a kind of beauty in the endlessly replicated, hot-desking, rack-mounted workers and their swiftly exchangeable work stations. Lit up by the dead light of our monitors we would constantly scratch at our keyboards—it could have been sadly romantic, if it hadn't been for the sirens. Hanging

Chapter 5-"Now THAT'S Leverage" discusses the idea of "software leverage," where reusing components results in greater impact. We see how the use of shell scripts achieves a high degree of leverage.

They learned that small programs, like small cars, handled better, were more adaptable, and were easier to maintain than large programs.

Why not let employees pull features out of production?

The new sysadmin won't power down a machine, replace a failing disk drive, reboot, and restore from backup; he'll write software to detect a misbehaving EC2 instance automatically, destroy the bad instance, spin up a new one, and configure it, all without interrupting service. With

Perl was designed as a programming language for automating system administration.

The new sysadmin won't power down a machine, replace a failing disk drive, reboot, and restore from backup; he'll write software to detect a misbehaving EC2 instance automatically, destroy the bad instance, spin up a new one, and configure it, all without interrupting service.

With automation at this level, the new "ops guy" won't care if he's responsible for a dozen systems or 10,000. And the modern BOFH is, more often than not, an old-school sysadmin who has chosen not to adapt.

Operations is crucial to success, but operations can only succeed to the extent that it collaborates with developers and participates in the development of applications that can monitor and heal themselves.

It's like I'm getting two quarterbacks for the price of one

Visión de Toyota para sus operaciones de producción Tal como se representa en la figura 3.5, Toyota ha perseguido durante varias décadas una visión a largo plazo de sus operaciones de producción que consta de:7 •Cero defectos. •Cien por cien de valor añadido. •Flujo de una sola pieza, en orden, a petición. •Seguridad para las personas. Figura 3.5. Visión de Toyota de las operaciones de producción.

Ponga siempre el tiempo de cambio o transición en la parte superior de la barra apilada. Figura A2.13. Análisis de capacidad.

Una pregunta elegante al respecto que aprendí de Toyota es: «¿Qué impide a los operarios trabajar de acuerdo con el estándar?» Yo le animo a utilizar esta pregunta cuando esté procurando alcanzar un estado objetivo, porque dicha pregunta modifica su forma de pensar y cambia el lugar donde dirige su mirada cuando surge un problema. Sea duro con el proceso, pero blando con los operarios TOYOTA