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As the saying goes, if your colleague tells you they’ve decided to quit, it was voluntary. But when someone else tells you they’ve decided to quit, it was mandatory.
“a ‘change’ is any activity that is physical, logical, or virtual to applications, databases, operating systems, networks, or hardware that could impact services being delivered.”
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.”
“The First Way helps us understand how to create fast flow of work as it moves from Development into it Operations, because that’s what’s between the business and the customer. The Second Way shows us how to shorten and amplify feedback loops, so we can fix quality at the source and avoid rework. And the Third Way shows us how to create a culture that simultaneously fosters experimentation, learning from failure, and understanding that repetition and practice are the prerequisites to mastery.”
The wait time for a given resource is the percentage that resource is busy, divided by the percentage that resource is idle.
“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.
everyone needs idle time, or slack time. If no one has slack time, wip gets stuck in the system. Or more specifically, stuck in queues, just waiting.”
with as much clarity between cause and effect as possible.
