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any improvement not made at the constraint is just an illusion,
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.”
stability, security, scalability, manageability, operability, continuity,
Being able to take needless work out of the system is more important than being able to put more work into the system.
Every time we escalate to Brent, we perpetuate our reliance on him, and make it that much less likely we can fix things without him!”
in order to have mutual trust, you need to be vulnerable.
it is not just a department. it is a competency that we need to gain as an entire company.
“Let’s go around the table and have each of you share something from your personal history.
Solving any
complex business problem requires teamwork, and teamwork requires trust.
Chris’ group never factors in all the work that Operations needs to do. And even when they do, they use up all the time in the schedule, leaving none for us. And we’re always left cleaning up the mess, long afterward.”
on what basis do we decide whether we can accept a new project.
analysis of capacity and demand before we accept work.
‘technical debt’
When all you do is react, there’s not enough time to do the hard mental work of figuring out whether you can accept new work.
We pay you to think, not just do!”
not only explaining why you’re doing this, but what the consequences will be if someone tries to put unauthorized work into the system.”
we will identify the top areas of technical debt, which Development will tackle to decrease the unplanned work being created by problematic applications in production.
“Is there anything that you guys need from me in the meantime?”
“When we have multiple streams of work going on simultaneously, how does anyone decide what needs to get worked on at any given time?”
on what data do all our smart people base their prioritization decisions?”
When we have more than one project in the system at the same time, how do we protect the work from being interrupted or having its priority trumped by almost anyone in the business or someone else in it?
“Brent is a worker, not a work center,”
Brent is probably a worker supporting way too many work centers. Which is why he’s a constraint.”
“every work center is made up of four things: the machine, the man, the method, and the measures.
getting those steps documented, you’re able to enforce some level of consistency and quality, as well.
You’re not only reducing the number of work centers where Brent is required, you’re generating documentation that will enable you to automate some of them.”
you’re actually building a bill of resources. That’s the bill of materials along with the list of the required work centers and the routing. Once you have that, along with the work orders and your resources, you’ll finally be able to get a handle on what your capacity and demand is. This is what will enable you to finally know whether you can accept new work and then actually be able to schedule the work.”
Total Productive Maintenance,
tpm insists that we do whatever it takes to assure machine availability by elevating maintenance.
‘Improving daily work is even more i...
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doing daily work.’ The Third Way is all about ensuring that we’re continually putting tension into the system, so that we’re continually reinforcing habits and improving something. Resilience engineering tells us that we should routinely inject faults...
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“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.
Do they increase the flow of project work through the it organization?”
“Do they increase operational stability or decrease the time required to detect and recover from outages or security breaches?”
“Do these projects increase Brent’s capacity?”
scalability, availability, survivability, sustainability, security, supportability, or the defensibility of the organization.”
You win when you protect the organization without putting meaningless work into the it system. And you win even more when you can take meaningless work out of the it system.”
“This guy is like the qa manager who has his group writing millions of new tests for a product we don’t even ship anymore and then files millions of bug reports for features that no longer exist.
‘scoping error.’”
You need to protect it in the processes that create the work product.”
Despite trying to make everything repetitive and repeatable, they still had to do an incredible amount of improvisation and problem solving
just to hit their daily production goals.
take some of our most frequent service requests, documented exactly what the steps are and what resources can execute them, and timed how long each operation takes.
I want to formalize how Brent gets work and increase our ability to standardize what he’s working on. It’ll give us a way to figure out where all of Brent’s work comes from, both on the upstream and downstream sides.
Improving something anywhere not at the constraint is an illusion.
wait times depend upon resource utilization.
I care about security, and we always look for risks to our systems and data, but we’re always up to our eyeballs in urgent work, trying to keep our heads above water.
“What differentiates a good day from a bad day for you?”
CFO GOALS Health of company Revenue Market share
