Sublime
An inspiration engine for ideas
actual practice at Toyota, its best suppliers, and those organizations that have been high-fidelity learners—also employs all three mechanisms. There’s process simplification by way of linearization. This is not just for assembly line operations but, in the extreme, all processes, such as onboarding of new employees, ramp-up production in new produ
... See moreSteven J. Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
The second book he bought was Drift into Failure by Sidney Dekker, which he passed out to all his IT infrastructure and operations people. Dekker’s book forces organizational managers to rethink blame and accountability in complex processes. When something goes wrong, it asks, “Should you blame the person? Or is it the system?”2*
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
For more on the large-batch death spiral, see The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen: http://bit.ly/pdflow
Eric Ries • The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
“OPDCA” version—which calls upon the practitioner to employ a continuous five-stage process in which he is to: “Observe, Plan, Do, Check, and Adjust.”
Anthony Raymond • Ikigai & Kaizen: The Japanese Strategy to Achieve Personal Happiness and Professional Success (How to set goals, stop procrastinating, be more productive, build good habits, focus, & thrive)
The second book he bought was Drift into Failure by Sidney Dekker, which he passed out to all his IT infrastructure and operations people. Dekker’s book forces organizational managers to rethink blame and accountability in complex processes. When something goes wrong, it asks, “Should you blame the person? Or is it the system?”2*
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
Our board was specifically designed to be an information radiator: we wanted it to show the flow of our work (even from a distance), limit our work-in-progress, and capture all tasks, not just those directly related to software production.