developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Manifesto for Agile Software Development (2001) http://agilemanifesto.org
to plan a whole new department layout or go after a big new installation of new equipment” “Look for hundreds of small things you can improve” “Look for improvements on existing jobs with your present equipment” “Pay respectful attention to every employee, viewing each one as a potential source of ideas, information, and suggestions” W. Edwards Deming The Spirit of Kaizen: Creating Lasting Excellence One Small Step at a Time by Robert Maurer, McGraw-Hill, 2012
founder or top leader (let’s call him the CEO for lack of a better term) must have integrated a worldview and psychological development consistent with the Teal developmental level. Several examples show that it is helpful, but not necessary, to have a critical mass of leaders operating at that stage” “Owners of the organization must also understand and embrace Evolutionary-Teal worldviews. Board members that “don’t get it,” experience shows, can temporarily give a Teal leader free rein when their methods deliver outstanding results. But when the organization hits a rough patch or faces a critical choice, owners will want to get things under control in the only way that makes sense to them―through top-down, hierarchical command and control mechanisms.”
2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defects Improve Quality of Software: 1. Eliminate waste 2. Amplify learning 3. Decide as late as possible 4. Deliver as fast as possible 5. Empower the team 6. Build quality in 7. See the whole
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