Post curto e direto!
Aqui você encontra entre outros artigos, um escrito por Alan Shalloway onde ele fala um pouco sobre “Lean anti-patterns and what to do about them”. Além desse artigo, tem alguns outros ali que também são interessantes.
Alan Shalloway é um cara que eu respeito (não que isso signifique grande coisa, mas eu sei que ele já visitou meu blog 😀 ). Ele tem opiniões inteligentes, fortes e adora provocar o Ken Schwaber relembrando sempre (embora ultimamente o Ken negue) que o SCRUM teve como fonte de inspiração o Lean.
Atualmente Alan Shalloway está escrevendo um livro “Lean Anti-Patterns and What to Do About Them” e dentre outras coisas ele escreveu um pequeno texto, tentando explicar o que é Lean. Segue abaixo o texto.
Lean is the name given to Toyota’s mindset of designing and building automobiles. However, Lean as a belief system and set of principles and practices can be applied to any industry. Lean software development is about increasing the value delivered to customers. It accomplishes this by focusing on improving the entire system of software development that you have. This means improving both the relationship between the business and development sides of the enterprise as well as improving both sides on their own. The focus of Lean is systems improvement.
The philosophy of Lean begins with the fundamental principle that most errors are a result of the system people work in than to the people themselves. By focusing on improving our systems, we improve the results of our people. Lean views your system as a pipeline. Our goal is to make the pipeline so we can have ideas come into it, and revenue generating products come out of it quickly and repeatedly. This is Lean’s notion of Fast-Flexible-Flow. Sustainable Fast-Flexible-Flow means Faster-Better-Cheaper.
Lean is more than this mindset, however. Because of it’s rich history, it gives us many principles, practices and tools to assist us in this endeavor. The basic principles are to optimize the whole, eliminate waste, build quality in and deliver fast. These assist us in keeping the flow high from the entry of ideas until their manifestation.
Lean tells us that anything that slows us down, that is, is an impediment to the flow of adding value to the customer, is waste and must be eliminated. Because errors come from our system, we need to do root-cause-analysis to discover them and eliminate them. We won’t tolerate workarounds, because otherwise they will always be there – slowing us down and adding waste to our process.