Quotes About Optimization

To have humans executing tests that should be automated is a waste of human potential.

Step 2 is to exploit the constraint," he continues. "In other words, make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything, and it should always be working on the highest priority commitment the IT Operations organization has made to the rest of the enterprise. Always.

We're going way too slowly, with too much wip and too many features in flight. We need to make our releases smaller and shorter and deliver cash back faster, so we can beat the internal hurdle rate.

Dr. Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! 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.

Being able to take needless work out of the system is more important than being able to put more work into the system. To do that, you need to know what matters to the achievement of the business objectives, whether it's projects, operations, strategy, compliance with laws and regulations, security, or whatever.

work in process' or 'inventory

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

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

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

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

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.

any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! 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.

Are we using digital computers to sequence, store, and better replicate our own genetic code, thereby optimizing human beings, or are digital computers optimizing our genetic code—and our way of thinking—so that we can better assist in replicating them?

If there is anything to do, there is certainly a best way to do it, and the best way is both the most economical and the most graceful.

The best is the enemy of the good.

There is nothing so useless as doing efficiently that which should not be done at all.

Most of the model consolidation we've done is behind us. There will be some fine tuning.

The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.

It turns out that if you optimize the performance of a car and of an airplane, they are very far away in terms of mechanical features. So you can make a flying car. But they are not very good planes, and they are not very good cars.

If eighty percent of your sales come from twenty percent of all of your items, just carry those twenty percent.

I'm always trying to think of ways to make something more efficient. If I have to do something once, that's fine. If I have to do it twice, I'm kind of annoyed. And if I have to do it three times, I'm going to try to automate it.

The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.