Quotes About Flow

In any system of work, the theoretical ideal is single-piece flow, which maximizes throughput and minimizes variance. You get there by continually reducing batch sizes.

The flow of work goes in one direction only: forward. Create a system of work in it that does that. Remember, the goal is single-piece flow.

You know, deployments are like final assembly in a manufacturing plant. Every flow of work goes through it, and you can't ship the product without it.

Lean defines two types of customers that we must design for: the external customer (who most likely pays for the service we are delivering) and the internal customer (who receives and processes the work immediately after us). According to Lean, our most important customer is our next step downstream. Optimizing our work for them requires that we have empathy for their problems in order to better identify the design problems that prevent fast and smooth flow.

The principles of Flow, which accelerate the delivery of work from Development to Operations to our customers The principles of Feedback, which enable us to create ever safer systems of work The principles of Continual Learning and Experimentation foster a high-trust culture and a scientific approach to organizational improvement risk-taking as part of our daily work

Improving flow through the technology value stream is essential to achieving DevOps outcomes. We do this by making work visible, limiting WIP, reducing batch sizes and the number of handoffs, continually identifying and evaluating our constraints, and eliminating hardships in our daily work.

We increase flow by making work visible, by reducing batch sizes and intervals of work, and by building quality in, preventing defects from being passed to downstream work centers.

The First Ideal—Locality and Simplicity The Second Ideal—Focus, Flow, and Joy The Third Ideal—Improvement of Daily Work The Fourth Ideal—Psychological Safety The Fifth Ideal—Customer Focus

work in process' or 'inventory

Personal Kanban: Mapping Work | Navigating Life by Jim Benson and Tonianne DeMaria Barry. This

Lean principles focus on how to create value for the customer through systems thinking by creating constancy of purpose, embracing scientific thinking, creating flow and pull (versus push), assuring quality at the source, leading with humility, and respecting every individual.

This fast and frequent feedback is such a big part of achieving the Second Ideal of Focus, Flow, and Joy. And all of this was enabled by properly elevating the improvement of daily work over daily work itself, as dictated by the Third Ideal.

The Second Ideal is Focus, Flow, and Joy.

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

We increase flow by making work visible, by reducing batch sizes and intervals of work, and by building quality in, preventing defects from being passed to downstream work centers. By

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.

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.

CONTINUALLY IDENTIFY AND ELEVATE OUR CONSTRAINTS To reduce lead times and increase throughput, we need to continually identify our system's constraints and improve its work capacity. In Beyond the Goal, Dr. Goldratt states, "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.

we are starting to master the First Way: We're curbing the handoffs of defects to downstream work centers, managing the flow of work, setting the tempo by our constraints, and, based on our results from audit and from Dick, we're understanding better than we ever have what is important versus what is not.

For thogh we slepe, or wake, or rome, or ryde,Ay fleeth the tyme, it nyl no man abyde.

Cities are sustained by similar network systems such as roads, railways, and electrical lines that transport people, energy, and resources and whose flow is therefore a manifestation of the metabolism of the city.

Yet despite appearances, the interstate system is in fact a quintessential fractal when viewed through the lens of the actual traffic flowing on it, rather than when viewed simply as a physical road network. The traffic flow is the very essence of the interstate and is the fundamental reason for its existence.

Everything that matters in life flows through tubes.