This document discusses concepts related to work processes and continuous improvement. It contains snippets of text and images related to: - The division of labor through specialization in pin making. - Lean concepts like reducing waste in timelines and removing non-value-added steps. - Toyota's production system focusing on small batch sizes. - Flow lines and pushing/pulling work through a process. - Variability and the need for experimentation and flexibility. The summary touches on key ideas while maintaining brevity in 3 sentences as requested. It provides a high-level overview of the diverse topics contained in the source material in a concise manner.

1. MY 40 Y
EAR-OLD
CORPORA
T ION
CAN
PIVOT FAS TER
THAN YOU
@cyetain

2. Jabe Bloom
CTO
Creative Technologis
t
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3. @cyetain
#LeanUXNYC
jabe.co/leanuxnyc
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4. LeanTX
IEN CE
EX PER m?
wd o we Tea
Ho king as a
ur W or
o
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m orker ll working o r a
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o
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orker
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m A sw ing

6. L ean T X
MAD
SCIEN TS Gs
&
TIS R
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7. @cyetain

8. g-Ran ge Tr uck-Driver
Lon
It is possibl
e to ‘come t
one has bee o’ and reali
n driving w ze that..
ithout bein
g aware
DM Armstro
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ng

9. losophical Zom bies
Phi
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10. @cyetain

11. Div ision of La bour
The To take an example…
the trade of the pin-ma
One man draw
s out the wire,
ker
another straig
hts it, a third c
uts it
I have seen a small manufactory... make...
forty-eight thousand pins in a day...
@cyetain

12. One man draws out the wire,
another straights it, a third cuts it
DRAW OUT WIRE STRAIGHTEN CUT POINT GRIND
a fourth points it, a fifth grinds it at
the top for receiving the head;
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13. Taylor
Gilbret
Gantt h
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14. @cyetain

15. FL OW Lin es
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16. Nothing is
particularly hard
if
you divide it into
small jobs.
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17. @cyetain

18. Economies
$$$$
!
of Scale
PUSH
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19. e line
All we are doing is looking at the tim
from the moment the customer gives us an order
Order
Timeline $$$
reduce by removing non-value-added wastes
h
n we collect the cas y
to the point whe that time line b
And we are reducing added wast
es
ue-
removing the non-val
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20. the principal objective of the Toyota production system
was to produce many models in small quantities.
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21. a b c d
& & & =
ab cd
&
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22. PUSH
!
!
! ! ?
@cyetain PULL

23. Smith
Division of Labor
Ford
Flow Li
nes
Ohno
Toyo ta P rod
uction S
ystem
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24. A LI ZATION
E PH EM ER
the principle o
f doing ever m
time and ener ore with ever
gy per each giv less weight,
en level of fun
ctional perform
ance
Buckminster Fu
ller
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25. observable
and thus
ly physical
primari
ver the activity of the worker
equated with control o
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26. ig man
ary W
mary wigman M
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27. Ru dolf Laban
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28. Labanotation
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29. Say this to you
rself
In your mind
(not outloud)
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30. Stand up if you said B to yourself
(in your mind)
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31. Stand up if you said 13 to yourself
(in your mind)
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32. Kahneman
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33. edge work snaps
knowl
critical link
supervision
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Fred N ickols

34. WARNING
the know
in matchi
ledge worker
ng individu
h
a
as almost to
l work meth
tal authorit
ods to the
faces -Gregerman
y
ks her or she
MAD
s
varying job ta
SCIENTIST
@cyetain

35. Flow & Effectiveness Lean SW & Startup
Shewart Ladas
Ford Ohno Poppendieck Ries
1700 1850 1950 2000
Adam Smith Taylor
Gantt
Gilbreth
Efficiency & Productivity
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36. Varia bi lity Shewart Ladas
Ford Ohno Poppendieck Ries
1700 1850 1950 2000
Adam Smith Taylor
Gantt
Gilbreth
@cyetain

37. ned roles
ed work constrai
es s-defin rrowly
rom proc les and na
transition f fined ru
tig htly de
k
framed wor ion, & connection
toward relationship- ity, innovat
creativ
to fast-and-loose cooperation
from tight-and-slow collaboration
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Stowe Boyd

38. @cyetain
CONSTRAINTS

39. onstraints
$
C
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40. Business
Team
Technology Market
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41. Business
Market Team
Technology
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42. iation
rm ed Constraints Based on
is inte Market & Customer Need
D
Team
Minim
al Con
strain
Market
ts
Mark On
et & C
ustom
er
@cyetain

43. in...
The futu re is uncerta ery
ertainty is at the v rigogine
But this unc ya P
an creativity. -Il
heart of hum
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UNCERTAINTY

44. are the I Know W
W hat hat
Options? I Want
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45. A Proc ess Model
of Innovation
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46. BDUF Big Design Up Front
Compone
nts
tion
duc
Pro
Deli
Problem very
e !
Queu tion
Solu
BDOB Big Delivery Out Back
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47. L ess Planning
GO FASTER
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48. n tion
Compone
nts tio ra
p e
O en
tion
G uc
od
Pr
on
Problem at
i
ve ion nt
cti at e
ele ov
S n rim
In xpe
E
@cyetain

49. to BE
How NT
EF FI CIE
COST
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50. Sufficient Design
is where Lean meets Craft
If you take the time to craft code of little
or moderate value to users, you're wasting time & money.
Are All Fe atures Created Equal?
I don't think so. Joshua Kerievsky
@cyetain

51. s Yo ur Eff orts
Focu
Optional Active Decision Model
Components
Text
@cyetain

52. ent to
mitm nts as
Com strai
D e f er Con
onal OSSIBLE
rthog AS P
O
L ONG
Experimentation
@cyetain

53. Business
Team
Technology Market
@cyetain

54. Ho w to
eE ffective
B
@cyetain

55. Active Decision Model Option
Generation
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56. One Prob lem
per ime nts
Mul tipl e Ex
NOT e
u can’t decid
s because yo
Multipl e Problem
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57. Kill 5 0-80%
o f your ideas
Failing H
ere
is WAST
E
@cyetain

58. Ho w to
FAST ER
GO
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59. Eff iciency
Flow how long does
deliver a piece
it take to
of work?
e
How l ong did w
actually spend
?
wor king on it
times longer
s take 10 to 20
Typical organization they actually
ething than
to deliver som
spent wo rking on it
Hakan Forss
@cyetain

60. Flow Efficiency
STEP ONE STEP TWO STEP THREE FINISHED
between 95-85% of Cycle Time
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61. Process Efficiency
STEP ONE STEP TWO STEP THREE FINISHED
between 5-15% of Cycle Time
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62. ourc e Efficiency
Res
STEP ONE STEP TWO STEP TWO STEP ONE STEP THREE STEP TWO STEP THREE
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63. Bottle Neck THIS THIS THIS
at beginning of is a is a is a
Process Not Problem Bottle Neck Batch Transfer NonInstantly Available
May cause excess capacity Problem Resource Problem
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64. W=L/
λ
ob is equ al to the average
o fi nish a j d by the
Time i t takes t the syste m divide
umber o f jobs in
n process ing rate
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65. The Effect of Utilization
Queue
Utilization
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66. @cyetain

67. @cyetain

68. @cyetain

69. tain ties,
n wit h cer ill
ill begi ut i f he w
m an w ub ts, b s, he
If a
l end in do ith d oubt
h e shal to begin w
o nten t rtain ties.
be c in ce
shal l end
cis B acon
-Fran
@cyetain

70. Experiment Experiment Experiment
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71. Option Experimentation
Generation
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72. Experiment Experiment Experiment
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73. Option
Experimentation
Generation
Experiment
Experiment Experiment
Experiment Experiment Experiment
Experiment Experiment
Experiment
@cyetain

74. ke an
s li
se em ngs
th at f thi
e...
ab ful lo t o on to
J ti
a w a en time!
tt e
ay sam
o p he
t
latt
al
@cyetain

75. o
tion t
atten
be paid
eed to
that n
items
ber of
the num
increases
an ever i
ncreasing
able to do gap betw
, and wh een what
at (s)he p an indiv
erceives n idual is c
ecessary t ognitivel
o do y
ncis Heyl ighen
@cyetain
Fra

76. E T IC T
O R N E N
Y B C E M
C A N
N H
E
@cyetain

77. CYBORGS orates exogenous components
incorp
self-regulatin
g control
pt it to new environments
in order to ada nfred Clynes
@cyetain
Ma

78. brains
about human
at is special
Wh
ips
onsh
lati s
ple x re aid
com ps, and
ep & s, pro
o de ruct
int nst
nter cal co
Andy Clark
to e ogi
ility nbiol
ab no
w ith
@cyetain

79. e most of its
ns to make th
The brain lear completion
ple pattern
capacity for sim
4 X 4 = 16, 2 X 7 = 14
acting in concert with pen and paper,
storing the intermediate results outside the brain
e
lic resourc
nal symbo dy Clark
tion to the exter An
dovetails its opera
@cyetain

80. eC yborgs
Favorit
One of my
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81. AC yb org
akeYou
Can M
KA NB AN
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82. h Yo ur P rocess
Sketc
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83. MAD
IC T
ET N
RN ME
BO CE
CY AN
SCIENTIST
E NH
OVERLOAD ZOMBIFY
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84. Leave the Dial in One
Place too long... bad
things happen
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85. @cyetain

86. Jim Benso
n
Donald Reinertsen
Staff of TLC
avid And erson
D
David Snowden
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