LIST
sources of variation resources (eg. experience of staff, variation in machines, break down, …) flow units (eg. variation in customer’s direct or indirect needs, human error) external factors (variation in customer demand) (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Model: superfluous work work devoted to taking care of secondary needs superfluous work is a very sophisticated form of waste, since we often fail to realize that it is waste. We think we are adding value, but we are not. causes of secondary needs Model_ 3 sources of inefficiency example: managing receipts (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
value transfer when one side (resources) adds value and the other side (the flow unit) receives value high resource efficiency: high % of value adding time high flow efficiency: high % of value receiving time (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
(src: Book_ release it! - Michael Nygard) (origin: https://12factor.net)
page or api call that reveals the application's internal view of it's own health (src: Book_ release it! - Michael Nygard)
Kingman’s formula: relationship between variation, resource efficiency and throughput time utilisation = resource efficiency (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
throughput time = flow units in process * cycle time eg. time for you to make it through airport security queue = ppl before you * avg time to check a person (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
(src: OSI model - Wikipedia)
platform team should provide the capability that others use. monitoring team doesn't do the monitoring it provides the ability for others to do their own monitoring shift from ownership of the domain to offering a service to customers (src: Book_ release it! - Michael Nygard)
push push over network 🙂 containers no long-lived identity no local storage pull central machine reaches out to all known hosts services write to local files (src: Book_ release it! - Michael Nygard)