Hello, well as every one know lean is a popular drink for the urban streets and basically all the rappers are having them on videos and stuff, an is PROMETHAZINE with CODEINE SYRUP, but if you do not have money or cant buy those ingredients we have other syrups that may work...(Warning:some of the ingredients may cuz many side effects, such as sleepness, crazyness, and you may not know what your doing at a time).

ok first you gotta get a stylophone cup which is the main cup sippers drink in, but the best cup would be a starbucks or a tacobell cup lol, the ice will last longer with those cups. when done

you will need to buy a syrup which has these in it

dextromethorphone polistirex ( extended release suspension)

metamizol sodico 250 mg

once you have those ingredients simply mix them with what ever drink you would like (ex.sprite,koolaid[not recommended],passion fruit. you can pick what ever you like. shake it well until it is all mixed together. once done...you can trow a lolipop in there but before you trow the lolipop in there make sure it has some dextromethorphone polistirex  in it....and start sippin.

Our top questions these days are all about how to respond to high oil prices. Even the most respected and well-heeled global supply chain leaders are wondering how quickly everyone else can flex their supply network designs to offset the risks and challenges posed by $150-a-barrel oil. The answer: not quickly enough, unfortunately.

Oil has been ridiculously cheap for almost 20 years, coinciding nicely with the development of supply chain management as a widely recognized discipline in business. Not until 2005 did our current steep climb begin. Certain sensible principles like leaning inventory, outsourcing low value-added work, and rationalizing suppliers have gotten out of hand as we have chased cheap labor and just-in-time deliveries around the world.

We have thoughts on a fix: Railroads. Rail is dramatically cheaper per mile than truck transport, and yet, according to the American Association of Railroads freight traffic is down from last year. Carload traffic, which handles bulk shipments of stuff like coal, was down 3.6% in June 2008 compared to June 2007. More telling is that intermodal traffic (containers that fit onto trucks for their “last mile”) was down 4% in the same period. So, containers full of toys and furniture shipped from China are still rumbling eastward on Interstate 80 despite $5.00 per gallon diesel. Why?

You can subscribe to the Chain Reaction companion newsletter here. What do you think? What other fixes might there be for high oil prices (which aren’t likely to go away)? Let us know here.

Ce qu'on fait, c'est qu'on travaille avec les gens pour éliminer les délais, éliminer les processus inutiles. Et puis l'autre élément important, c'est que ça se fait sur le terrain

Le Système de Production Toyota est une des bases fondamentales du génie industriel, du lean manufacturing, du lean office... mais aussi du lean healthcare, connu depuis plusieurs années aux Etats-Unis.

Un projet pilote a été réalisé récemment à l'hôpital de Val-d'Or en collaboration avec Promaintech Novaxa (une division de DMR).

Grâce aux experts certifiés «ceinture noire» du Lean Six Sigma de Promaintech Novaxa, l'application de méthodes Lean au domaine de la santé est une réussite. En effet, quelques semaines seulement après le début du projet pilote, l'efficacité du Lean Healthcare est tangible : jusqu'à 3 interventions chirurgicales supplémentaires peuvent être exécutées chaque jour, des économies budgétaires sont réalisées et le délai d'attente à l'hôpital est réduit.

Pour terminer, voici un commentaire de Philippe Blondeau, ing., MBA, conseiller en Lean Enterprise et un des principaux collaborateurs de NSI Solution dans le domaine du Lean :

Suite à mon voyage récent au Japon pour visiter 2 usines Toyota et autres, il m'a été donné de constater le niveau de maturité exceptionnel des usines en Lean Manufacturing. Il n'est pas surprenant de constater que Toyota a déclassé GM à titre du plus grand fabriquant automobile au monde.

Les concepts du Lean Manufacturing sont génériques et sont maintenant appliqués sous le nom de Lean Enterprise ou Lean Transactionnel et ils s'appliquent très bien au domaine des services.

Le domaine hospitalier peut être, et doit être, perçu comme une entreprise qui doit gérer efficacement ses opérations. Mon point de vue est clair que le problème dans le milieu hospitalier n'en est pas un de financement, mais plutôt d'efficacité. Le milieu hospitalier peut grandement bénéficier des apprentissages et des techniques utilisées en usine. Il est encourageant que le nouveau ministre de la Santé et des Services sociaux, le Dr Yves Bolduc, ait cette vision.

La balle se retrouve maintenant dans les mains des consultants de continuer à obtenir des succès dans l'implantation du Lean Manufacturing en milieu hospitalier. Il s'agit d'un nouveau créneau qui amènera beaucoup de visibilité et ouvrira la porte à d'autres secteurs du domaine des services.

The following products are field to recall: * 9-ounce boxes of "Lean Pockets Spinach Artichoke Chicken - 2 sandwiches." Printed on the interest of each belt is a "Best Before" friend of "Nov 2009" followed by a package jus naturale 'natural law' beginning "8144 544616." Also printed on the side of the package is the establishment number "P7721A." The products were produced on May 23 and distributed to retail establishments nationwide.

The question was discovered after the proprietorship received consumer complaints. FSIS has not received any consumer complaints at this time. Two injuries have been reported to the company. Anyone anxious about an injury from consumption of the products should speak to a physician.

Consumers with questions about the recall should contact Nestl Consumer Services Center at (800) 350-5016. Media with questions about the disown should contact Company Marketing Communications Manager Roz O'Hearn at (440) 264-5170. Consumers with edibles safety questions can "Ask Karen," the FSIS understood representative available 24 hours a day at AskKaren.gov. The toll-free USDA Meat and Poultry Hotline 1-888-MPHotline (1-888-674-6854) is ready in English and Spanish and can be reached from l0 a.m. to 4 p.m. (Eastern Time) Monday through Friday.

Recorded chow safe keeping messages are available 24 hours a day. Information taken from the USDA Web instal at. From a Food & Drug Administration news release today: WASHINGTON: Nestle' Prepared Foods Company, a Mt. Sterling, Ky., establishment, is recalling approximately 199,417 pounds of frozen stuffed chicken sandwich products that may bear pieces of plastic, the U.S. Department of Agriculture's Food Safety and Inspection Service announced today.

The following products are case to recall: * 9-ounce boxes of "Lean Pockets Spinach Artichoke Chicken - 2 sandwiches." Printed on the insolence of each buffet is a "Best Before" assignation of "Nov 2009" followed by a incorporate code beginning "8144 544616." Also printed on the side of the package is the inauguration number "P7721A." The products were produced on May 23 and distributed to retail establishments nationwide.

The can of worms was discovered after the company received consumer complaints. FSIS has not received any consumer complaints at this time. Two injuries have been reported to the company.

Anyone caring about an mistreatment from consumption of the products should contact a physician. Consumers with questions about the recall should contact Nestl Consumer Services Center at (800) 350-5016. Media with questions about the recollect should contact Company Marketing Communications Manager Roz O'Hearn at (440) 264-5170. Consumers with nutriment safety questions can "Ask Karen," the FSIS effective representative available 24 hours a day at AskKaren.gov. The toll-free USDA Meat and Poultry Hotline 1-888-MPHotline (1-888-674-6854) is at one's fingertips in English and Spanish and can be reached from l0 a.m. to 4 p.m. (Eastern Time) Monday through Friday.

Recorded scoff cover messages are available 24 hours a day. Information infatuated from the USDA Web site at.

Video:

Originally posted link: there

Lean Talent Demand Finally Edges Out Six Sigma Fourth annual study by executive search firm

Avery Point Group finds Lean talent demand surpassing Six Sigma while companies increasingly leverage both methodologies in a down economy

ATLANTA, July 15, 2008 -- After years of steady gains, Lean has finally achieved a slight edge over Six Sigma as the more desired skill set. According to an annual study by The Avery Point Group, a leading national executive recruiting firm, this is a strong indicator that companies are increasingly looking to Lean as a means to help them combat the current economic headwinds they are facing.

"As an executive recruiting firm, we have a unique vantage point from which to observe the latest trends taking place in industry," says Tim Noble, managing principal of The Avery Point Group. "Trends in industry are often telegraphed into candidate requirements in job postings, and they can serve as a window into the latest corporate initiatives. Our annual study continues to offer useful insight into the latest trends taking place in the area of corporate continuous improvement."

Based on its fourth annual study of Internet job postings, The Avery Point Group found that Six Sigma may no longer hold its once dominant position in the world of corporate continuous improvement initiatives, as was found in its three previous annual studies. For the first time, the study showed that demand for Lean talent has grown to eclipse and slightly exceed that of Six Sigma. The growth in interest in Lean talent has not, however, come at the expense of Six Sigma; rather, this year's study continues to confirm an overall increasing demand for continuous improvement talent, with Lean driving most of the recent talent demand growth.

The study also found, for those companies seeking Six Sigma or Lean talent, fully 50 percent are looking for practitioners to have both skill sets. Further, the study indicated that job postings are making increasing demands on candidates, requiring them to possess a much deeper knowledge and experience skill set with regard to their Lean backgrounds versus prior years.

"No longer is it acceptable for candidates to claim to have a Lean Sigma or Lean Six Sigma background," says Noble. "Companies want to see candidates that have the hardcore Lean experience gained in a true Lean transformation setting, and that can't be gained from an environment where Lean is an afterthought or a lesser appendage to an existing Six Sigma program."

Despite the rising prominence of Lean as the potentially new dominant continuous improvement methodology, Six Sigma is by no means past its prime, as evidenced by its continued talent demand resilience. It, however, means that companies, in the face of strong economic headwinds, are seriously rethinking the balance these two methodologies have with one another in their overall continuous improvement initiatives.

"This is certainly a major center of gravity shift from our first study in 2005 where Six Sigma talent demand outpaced Lean by more than 50 percent," concludes Noble. "However, in the end, the real winner is any company that successfully engages in some form of continuous improvement, regardless of whether it is Lean, Six Sigma, or some other well-executed combination of both."

For more information about The Avery Point Group and its executive search and recruiting services, contact Tim Noble at 678-585-9804.

I was first in the door and we started the '10-15 minute' process. Halfway through, the system came back with a 404 error and 25 minutes later we were no further on. I went to get a coffee and when I came back it was the same story. The T-mobile system was not highly distributed (or so the salesperson told me) and 10,000 salespeople had all tried to connect their new iPhones simultaenously to no avail. The guy took my number and was going to call when everything was up and running. It's 2pm now and I'm still waiting for that call...

This made me think about git (as it naturally would, of course). Git is a distributed source code management system. It's very simple and very powerful. It's not a source code management system that was built to work with one server, but it's got distribution in its very genes. And not despite that, but because of that, it's speedy and efficient and allows you to do all the things you naturally want to do in (say) CVS, but where you naturally end up hitting a brick wall. Splitting out branches and merging branches is whole a lot easier and more natural in git. A couple of servers falling over do very little to hurt it.

Anyhow, git is not a natural thing to think of, but as I make another of my deep dives into coding again, it makes you realise how much more common very distributed systems are now than they were five years ago. And the systems that aren't (are you listening T-mobile?) stand out like a sore thumb. The same goes for business processes. It certainly helps the hype to batch everything and drip feed iPhones into the market, but spikes of demand with supply and gluts of supply without demand and just not profitable ways of running a business. It results inevitably in waste. Lean workflows mean happier customers.

My iced latte was free today because the computer at Starbucks was down! As I happily slurped away, it occurred to me that little girl Mymsie would've hated the taste of espresso. What happens as we get older that makes us more tolerant of foul flavors like beer and blue cheese? Somehow the horror of those extra years crushes our wills until we actually appreciate the musk of smelly socks.

In general, when you try to apply the TPS, the first ting you have to do is to even out or level the production. Leveling the production schedule may require some front-loading of shipments or postponing of shipments and you may have to ask some customers to wait for a short period of time. Once the production level is more or less the same or constant for a month, you will be able to apply pull systems and balance the assembly line. But if production levels - the output - varies from day to day, there is no sense in trying to apply those other systems, because you simply cannot establish standardized work under such circumstances.

So says Fujio Cho, President, Toyota Motor Corporation.

Jeffrey Liker's book, The Toyota Way, Jeffrey explains how it's not possible to run a lean operation using Dell's build to order model. One day you will have many customer orders, forcing your staff to work beyond capacity. The next there will be much fewer orders (and your people will be idle).

Toyota found that to work lean, they needed to even out production.

They do this by focusing on the three M's of waste:

1. Muda - Non-value added work

2. Muri - Overburdening people or equipment

3. Mura - Unevenness

When most people start with lean, they tend to focus on Muda because it is the easiest to identify and eliminate. Unfortunately, fixing muda by itself can cause greater stress in the organization as now spikes in customer demand forces people to work harder. People become overburdened, equipment breaks down, and people abandon the lean initiative.

As Taiichi Ohno describes it:

The slower but consistent tortoise cause less waste and is much more desirable than the speed hare that races ahead and then stops occasionally to doze. The Toyota Production System can be realized only when all the workers become tortoises (Ohno, 1988).

To read more about these and other Toyota principles I recommend picking up a copy ofJeffrey Liker's book The Toyota Way.

Then came the Great Awakening of '07. Developers soon realized that the document structure was not flexible enough, and the format too rigid. As the software changed, developers had to update their documentation. Teams suffered over lost time. Project Managers learned that these documents were holding up progress. And nobody would know it then, but these documents would never again be read by anyone.

And so the reign of the component level document ended as swiftly as it had began. So what did we learn from all of this? We discovered what most other software development organizations had already realized, or will someday inevitably realize (*snicker*): developer documentation is worthless.

I've always preferred to view the source code itself as the primary form of documentation, as it's self-describing. Why write documents that describe your source code, when the source code itself does a good enough job of that already?
Ensuring that your code is well commented, and that the relevant auto-generated documentation exists (NDoc, javadoc etc.), is in my opinion 90% of the developer documentation required for most software projects. Indeed there may be a need for some other form of documentation on occasion (i.e. architectural info, design notes), but be sure to make this info as brief, concise and relevant as possible in order to circumvent the documentation death cycle. Keep it simple, while getting your point across. Some poor developer might have to read that info one day.

On this topic, I came across a post that I think does a great job of placing developer documentation where it rightfully belongs. From the post:

"Documentation is nice, but one thing that I learn is that creating developer documentation is seriously overrated. The documentation end up being practically worthless in the end, mainly because of simple, organic growth of your software.

In many organizations, any documentation that does exist are most likely out of date, because no one wants to update them. The documents end up in some hole on your company’s intranet and will stay there forever. Even if your documentation is current, there is *no* guarantee that anyone would read or understand any of it. Other developers, QA analyst, business analysts and management don’t really want to read a 50-page document on your favorite piece of code."

I think this is quite an important principle that deserves some attention, as it's something that we all kind of 'know' but never really give much thought.

Well, not exactly. Where is the software? Documentation is nice, but one thing that I learn is that creating developer documentation is seriously overrated. The documentation end up being practically worthless in the end, mainly because of simple, organic growth of your software.

In many organizations, any documentation that does exist are most likely out of date, because no one wants to update them. The documents end up in some hole on your company's intranet and will stay there forever. Even if your documentation is current, there is *no* guarantee that anyone would read or understand any of it. Other developers, QA analyst, business analysts and management don't really want to read a 50-page document on your favorite piece of code. They will often skim it, with often a small subset of knowledge how it really works. As time passes, the amount of trust in documentation diminishes because the audience knows that the software changes.

I am not saying that there should be *no* documentation, but your documentation should be like a good book. It should captivate your audience and more importantly, be relevant to the current situation. The most valuable documentation has correct context and has need. Creating documentation for the sake of documentation will doom your project.

So, beautifully lean documentation is key to success. What does this mean? Well, there are many strategies for agile or lean documentation. However, to have beautifully lean documentation, I take a more minimalistic approach:

• The source code itself is probably the most valuable documentation any developer can have. Therefore, I make it a point to create meaningful comments and use documentation generation systems wherever possible.
• I think that the user stories provide better context for the software than any other written documentation. In essence, user stories detail what the software is suppose to do. Couple user stories with acceptance tests, the system becomes validated.
• If the software has external service interfaces, then those need services need explicit documentation. There is no real way around it. However, the documentation is used as reference at this point and it usually only documents the service interface.
• I normally document just the design decisions that I made. This gives developers an understanding of what I considered and, more importantly, what did *not* work. This will save other developers some time on research.

So, when I am working on a new product architecture, creating beautifully lean documentation allows me to concentrate on the software.

Their Challenges

• ITSM processes not clearly defined and standardise
• Tools focus - no service or process orientation
• No clear definition of roles and responsibilities
• No integrated view of processes (silo based – Unix Team , Network Team, Desktop Team)
• No group wide guidelines and process documentation
• Users not satisfied with level of support
• Service level not clearly defined
• No ability to accurately track performance

And Goals

• Create standard support processes across the organisations
• Continuously improve the quality of IT services
• Make IT a business enabler
• Improve service level and user satisfaction
• Align IT services with the current and future needs of the business and its customers
• Provide more services for the same cost, and reduce the long-term costs of service provision

What was achieved?

• Service consistency and stability – repeatable processes
• Improved user satisfaction
• Identified clear responsibilities and authorities
• IT infrastructure under control
• Better use of resources – IT and the Business
• A shared ITSM process portal is available to the whole organisation (easily accessible on intranet)

The below presentation provides further details:

[slideshare id=500132&doc=transforming-an-organisations-it-service-management-1215269800142602-9&w=425]

Get out of your office. Tell me, honestly, the last time something inspiring or clever happened at that big table in your office?!

Tom Peters

Besides Tom Peters' MBWA, I would link that to the Gemba Walk of the TPS or Lean practice.

What do you think?

Thinking about the way we are developing, I have suddenly remembered a picture in The Neglected Practice of Iteration (Jeff Patton) that illustrates the difference between incremental and iterative development. Considering the story as our deliverable, we used to split it in increments (tasks). Each developer picked up a task (increment) and worked on it until it was DONE. Integration took place not long before the end, when there is just not enough time left for accommodating feedback from the QA and the business. The amount of work to be done in the last days of the sprint was simply overwhelming.

During a retrospective, we have agreed to take another approach: tackle each story in several iterations. For each story we identify the story backbone (essential functionality), additional features and aspects on which the business has not decided yet. The story backbone is addressed in the first iteration while additional functionality, business rules, UI special features are dealt with in further iterations. We are tasking out for each iteration, therefore tasks are much shorter. Each iteration involves TDD, continuous integration, deployment of perceived functionality and feedback from QA and the business. An iteration is DONE when the QA and the business consider the delivered functionality meets their acceptance criteria. This approach ensures early and continuous integration and feedback.

The advantages are immediate:

1. Enforces development discipline as it requires a proper Continuous Integration environment.

2. First iteration ends early in the sprint, usually within the first 2 days.

3. Provides constant feedback as the QA and the business can test the implemented functionality from the first days of the sprint.

4. Improves communication among team members: the team works in parallel on small bits of functionality and frequently integrates the work.

5. Improves team morale as there is a constant delivery of functionality.

6. Delays implementation of complex/open business rules and special UI features, as these are more likely to change.

7. Reduces waste by keeping QA busy and reducing bottlenecks through frequent integration.

We have applied this approach in our last sprint with promising results. There were some external factors that have influenced our previous sprint and it is hard to accurately estimate the impact of the approach. It does not depend exclusively on the development team... we need the business involved in the feedback process to drive our work. However, I hope this approach will be validated soon in our sprints.

Flank steaks get so little credit...they're flavourful and lean, and quick cooking. The key is to spoil it with a great marinade (it looks like a lot of ingredients, but is totally worth it), and slice it the right way. This is easily accompanied by a refreshing rice vermicelli salad and a veggie slaw. Any left over steak can be an easy sandwich topper with sliced tomatoes, fresh lettuce, and wasabi mayo the next day.

Serves: 2

Time: 20 minutes

Prep ahead: Marinade steak overnight

Level of Difficulty: I am willing to touch raw meat

Cooking Method: Stovetop, grill

Ingredient Rundown: flank steak, ginger, garlic, red chili, lettuce, rice vermicelli, bean sprouts, green onions, lime juice, fish sauce, soy sauce, sesame oil, mint, S&P

From the market:

1 lb flank steak 

1 red chili, sliced thinly in rounds

2 nests or approximately 150 g of dry rice vermicelli (use Dong Guan vermicelli for best texture)

1 bunch fresh green onion, sliced thinly in rounds

1/2 cup lettuce, shredded/sliced thinly

1/2 cup bean sprouts

1 handful mint leaves, torn

From your pantry:

2 dashes (tbsp) olive oil

3 tbsp light soy sauce

2 cloves garlic, crushed

5 1/4" slices ginger root

1 tsp sugar

2 cups water

1 tsp sesame oil

1 tsp nam pla (vietnamese fish sauce)

1/2 lime, juiced

salt and pepper to taste

Equipment:

1 large pot

1 large saute pan /stove top grill /outdoor grill.

1. Put flank steak in a large resealable bag. Add the following: ginger, garlic, soy sauce, olive oil, sugar, ground pepper. Marinade in refrigerator overnight.

2. Bring 2 cups of water on HI to boiling point, add rice vermicelli and keep on MED-HI (rolling boil) and cook for 5 minutes. Rinse with cold water, and drain well.

3. Heat grill/saute pan, or outdoor grill on MED-HI. When hot, take flank out of bag, grill on one side fo 3 minutes. Flip, and grill another 3 minutes for medium.

4. Meanwhile, make a dressing for the salad by tossing the following in a bowl: sesame oil, nam pla, lime juice, splash of water.

5. Once steak is done, remove from heat and let sit for 5 minutes. slice against the grain in 1/4" slices (if you slice with the grain, meat will look like long shreds).

6. Dress cooled vermicelli, mint, lettuce, sprouts, and green onion with dressing and toss well. Put on a large platter,.place steak on top of vermicelli salad and serve warm.

*TIP* - if you have a great filet of firm fleshed white fish, this works perfectly for fish as well. Marinade fish for 5 minutes before putting on grill.

"Lean Thinking" (ou "Mentalidade Enxuta") é um termo cunhado por James Womack e Daniel Jones para denominar uma filosofia de negócios baseada no Sistema Toyota de Produção que olha com detalhe para as atividades básicas envolvidas no negócio e identifica o que é o desperdício e o que é o valor a partir da ótica dos clientes e usuários.

As práticas envolvem a criação de fluxos contínuos e sistemas puxados baseados na demanda real dos clientes, a análise e melhoria do fluxo de valor das plantas e da cadeia completa, desde as matérias primas até os produtos acabados, e o desenvolvimento de produtos que efetivamente sejam soluções do ponto de vista do cliente. A adoção dessa filosofia tem trazido resultados extraordinários para as empresas que a praticam. Mas prepare-se para as dificuldades na implantação. Poucas empresas têm conseguido replicar totalmente o sucesso e a eficiência operacional da Toyota. Originalmente concebida por Taiichi Ohno e colaboradores, essencialmente como práticas de manufatura, tem sido gradualmente disseminadas em todas as áreas da empresa e também para empresas dos mais diferentes tipos e setores, tornando-se efetivamente uma filosofia e uma cultura empresarial.

Os resultados obtidos geralmente implicam em um aumento da capacidade de oferecer os produtos que os clientes querem, na hora que eles querem, nos preços que eles estão dispostos a pagar, com custos menores, qualidade superior, "lead times" curtos, garantindo assim uma maior rentabilidade ao negócio. Onde Aplicar Desenvolvido originalmente no ambiente de produção da indústria de manufatura, o lean thinking vem sendo aplicado, com grandes resultados em eliminação de desperdícios, nos mais diferentes ambientes das organizações, dentro do conceito de "Lean Enterprise" (administração, desenvolvimento de produto e produção), bem como em empresas de diversos setores, tais como: automobilístico e seus fornecedores, aeronáutico, eletrônico, serviços, construção, mineração, saúde, produção sob encomenda, etc.

Os princípios são listados abaixo:

Elimine o Desperdício (Eliminate Waste)

Os três maiores disperdícios em software development:

• Funcionalidades Extras
  • É necessário um processo que permita criarmos apenas os 20% de funcionalidades que nos dará 80% de valor
• Imobilidade
  • Se seus requisitos são imutáveis, você especifica muito cedo. Se possui ciclos de testes-correção, você testa muito tarde
• Fronteiras bem definidas
  • Fronteiras organizacionais geralmente ampliam em cerca de 25% o custo, criando pontos que diminuem o tempo de resposta e interferem na comunicação

Crie Conhecimento (Create Knowledge )

Planejar é muito importante. Aprender é essencial.

• Utilize o método científico
  • Ensine equipes a: estabelecer hipóteses, conduzir vários experimentos rápidos, crie uma documentação concisa e implemente a melhor alternativa
• Padrões existem para serem desafiados e melhorados
  • Encorpore a melhor prática atual que todos seguem, enquanto ativamente encoraja a todos o desafio de mudar os padrões
• Performance futura é guiada pelo Feedback
  • Uma organização não "advinha" sobre o futuro e cria um plano; ela desenvolve a capacidade de responder rapidamente ao futuro à medida que ele se desponta no horizonte

Produza com qualidade (Build Quality In)

Se rotineiramente você encontra defeitos nos sistemas em um processo de verificação, seu processo é defeituoso

• Código à prova de erros com Desenvolvimento Orientado a Testes
  • Escreva especificações executáveis ao invés de requisitos
• Pare de construir código legado
  • Código legado é um código que não possui testes de aceitação ou testes unitários automatizados
• O Big Bang está obsoleto
  • Use Integração Contínua é auto sincronização

Crie comprometimento (Defer Commitment)

Elimine a idéia de que iniciar o desenvolvimento deve acontecer através de uma especificação completa

• Quebre dependências
  • A Arquitetura de um sistema deve suportar a adição de qualquer nova funcionalidade a qualquer momento
• Mantenha opções
  • Pense no código como um experimento - faça-o ser tolerante a mudanças
• Adie decisões irreversíveis para o último momento
  • Aprenda o máximo possível até tomar uma decisão irreversível

Entregue rápido (Deliver Fast)

Listas e filas servem apenas para atrasar as coisas

• Entregas Rápidas, Qualidade Total e Baixo Custo são completamente compatíveis
  • Empresas que competem com base na velocidade possuem uma grande vantagem em custo, entregam qualidade superior e são mais alinhadas às necessidades dos clientes
• Teoria das Filas funciona para o desenvolvimento, não apenas servidores
  • Focar-se em utilização cria um problema de tráfego que reduz a própria utilização. Diminua o tempo entre ciclos com menos funcionalidades e menos itens em processo.
• Limite o trabalho à sua capacidade
  • Estabeleça uma velocidade confiável e cíclica com o desenvolvimento iterativo. Agressivamente limite o número de listas e filas de espera à sua capacidade de entrega

Respeito as pessoas (Respect People)

Pessoas inteligentes e comprometidas provém a maior vantagem competiva da empresa

• Equipes despontam através de Orgulho, Comprometimento, Confiança e Aplausos
  • O que nos trasforma em uma equipe? Membros estão mutualmente comprometidos a alcançar um objetivo comum
• Forneca liderança efetiva
  • Equipes eficientes possuem líderes eficientes que conseguem obter o máximo da equipe
• Respeito parceiros
  • Alianças em join ventures não devem nunca criar conflito de interesses.

Melhore o sistema (Improve the System)

Produtos brilhantes emergem da combinação única de Oportunidade e Tecnologia

• Foque-se em Toda a Cadeia de Valor
  • Do conceito ao faturamento
  • Da requisição do cliente à instalação do software
• Entregue um produto completo
  • Desenvolva um produto completo, não apenas software. Produtos completos são criados por equipes completas
• Meça
  • Meça capacidade do processo através de ciclos de tempo. Mensure a performance do time através de entrega de valor de negócio. Mensure satisfação do cliente através da promoção de redes.

Sobre o Autor:

É Bacharel em Ciência da Computação e Especializado em Gestão Estratégica de TI. Atualmente atua como integrante do Escritório de Projetos na empresa Audaces Automação, auxiliando no processo de implantação de metodologias Ágeis em Desenvolvimento de Software. Autor do blog A Maldita Comédia, também participa do grupo de desenvolvedores do Coding Dojo Floripa. Pode ser contatado através do correio eletrônico: victorhg@gmail.com

Versão Original do artigo em:
http://malditacomedia.blogspot.com/2007/10/lean-software-development.html

In my opinion, these type of bodies are simply the best the planet. When I think about
it there's really no comparison. They have lean muscle, they're tone, no ugly unwanted body fat.

You never hear about them all of the sudden disease or dying at an early age (heart attack, diabetes, stroke etc). And plain and simple, they look ripped. Both the men and women athletes look incredibly sculpted. Almost look like action figures.

You see the cuts and separation and definition between each muscle group. You see the abs ripple. You see the striations in their thighs. You see the core strength when they perform. Their butts are rock hard, arms are lean and toned. Bicep bulge, the back looks defined with smaller waist. These are the ultimate bodies. Who are they? Sprinters not distance runners but sprinters.

This is 60, 100-200m sprinters Really the bodies are still in the lean good looking stager at 400m. Yep, it's Olympic time and the world's best are getting ready for Bejing.

Hands down, these are the best bodies on the planet. Look for yourself. The lean muscle tissue, they're not stiff nor bulky they're flexible they look like they can move in multiple directions. Posture is never messed up.

So how is it that you can get a body similar to them?
What type of workouts do they do? What about their eating patterns?

This article will be split into brief series. We'll take a look into the workouts and bodies of sprinter and a distance runner we'll examine the best bodies and what they have to do to perform at the top.

Lets 1st take a look at what the heck these people to eat to get these amazing bodies.
Implement some of these 4 principles and you can dramatically shift and alter your own body composition and burn fat like crazy too in no time.

1.) They Eat Often. Because they look to perform at the best, they know they need to fuel their bodies often. Skipping meals simply is not an option. They know if they skip meals they run the risk of slowing their metabolism and gaining a bit of fat. They eat meals every 2-4 hrs. This means they're probably eating 4-8 meals a day. Constantly eating. In fact, if they don't wake in the morning hungry, they know they're probably not eating as often as they should.

2.) They Eat the Right Meals at the Right Times. There's no doubt they eat carbs, but the timing of the meals is what helps them to have their six pack and have lean look. They eat protein at every meal. I'm sure it in any form. Animal protein, plant protein, dairy protein, or a protein powder. They definitely know the importance of keeping lean muscle and helping to repair their bodies. They also will choose to eat healthy fats because they know their body desperately needs it.

You probably won't see them in the buffet lines often, nor hitting up the starbucks, krispy kreme for breakfast and fast food joints. Have you ever seen an Olympic or Big time College team stopping at one of the restaurants for food? I'm not talking about highschool, I'm talking about the athletes as their profession. The ones who have a chance to qualify to be the the best in the world?

I'd imagine most of them may have sweet tooth at times too. They probably use a realistic approach like the 90/10 rule or the 80/20 rule. This is where you eat clean 90% of the time and 10% give yourself time to enjoy other foods that are contrary to your fat loss goal.  And the closer they get to the competition, I'm sure they push their cravings to the side and do the necessary things to help them be at their best.

3.) Eat in portions not calories. Do to the training and amount of rest that's required of the world's best athletes, I'm sure they may have an idea of how many calories they need to eat, but I'll bet you dollars to doughnuts they don't count every calorie they put in their mouth. They're bodies are on auto pilot. They pay close attention to the communication signals their stomachs send to their brains that enough is enough. The meals are set in portions to help them not to overeat. After all, being a pound or two overweight can be the difference of 10th's of second which could keep them eliminated from qualifying.

4.) Staying Hydrated. This is a vital portion for these athletes. After all, simply not being hydrated can lead to huger, muscle cramps, fat storage, low back pain in the spinal column and discs and pain in the joints/arthritis. Therefore, drink no less than 8-10 cups per water a day and probably up to a gallon of water or day to make sure they're hydrated on days of training. They have water before their meals, during their meal, and periodically through out the day. Now don't be fooled by the commercials that these athletes are just drinking pepsi and sports drinks all day long (drinks with high fructose corn syrup). Their main source of drink is H2O.

We use this exact format in Hotlanta Bodies Fit Camp, a Fitness Boot Camp in Atlanta for our Rapid Fat Loss Program. This is the Eternal Eating portion. After all, the eating portion has been known to be anywhere from 60-80% of the results you get. You can go through the most rugged form of training and if you don't properly refuel your body, you will not get the results your looking for. Following along with these simple rules and training and melt fat right off your body. You too can have the body of your dreams shredding an incredible 2-3lbs of bodyfat per week. This is a scientifically proven results based training program.

Just take a quick look at the World's Fastest Man Tyson Gay (Fastest man ever to record 9.68 just last week). Also look at all the other bodies of the men he's competing against. You don't have to watch the whole race, just look at the bodies lanes 1-8. Right below I've included both the men and women so you can have idea of of what the best body types look like. http://tinyurl.com/4wznwl (Tyson Gay)
http://tinyurl.com/3mh5ro (womens 200m)

You may not be a mesomorph (naturally muscular) by nature, you may be an endomorph (natural born big boned meaty person) or possibly an ectomorph (long thin limbs) train your body like an athlete and you can have an athletic look. This is no joke, you can really have a six pack and melt layers of flab from your body doing these things.

Lastly, I'll leave you with a look of a young women who is a distance runner. Her name is Sally Kipyego. She is an upcoming distance runner. Just a few weeks ago, she competed in the College National Championships and literally lapped the other girls in the 5000m.  Pretty much every race she has to compete with herself because others are no where close to her to push her. I am completely fascinated by her drive for being the best at what she does. http://tinyurl.com/4pmmj6 (Sally Kipyego)

However, just take a look at these two ladies body types. Even though they are in the very lean stage, it's too slim, they almost look frail. I don't look at them as strong looking individuals because of the lack of muscle. I don't know about you, but when I look at distance runners, I can see their bones. Or their posture is so bad it looks as if the strong wind may blow them right over. Just think of the last time you saw a person running for distance on the pavement (oh by the way, this is not something I'd recommend you don't do). It's almost as if their bodies are crying in agony from all the pounding they do on such a hard surface.
Yet, the body's they have are never considered the ideal look.

Tomorrow we'll look at some of the exercises and workouts they do to help them get these bodies.

Yours in Fat Loss,

Look Better Naked!

Benson Manento
Hotlanta Bodies Fit Camp
Breakthrough Sports and Fitness
www.atlanta-personal-trainer.com

In his book "Workplace Managment," Taiichi Ohno, co-founder of the Toyota Production System, wrote: "...it will be difficult to establish a standard if you are trying to achieve 'the best way.' This is a big mistake. Document exactly what you are doing now."

It's easy to state the ideal way, the way it is "supposed" to be done, and call that "our process." Think ADDIE, fellow designers. But the reality is we don't always follow it. We usually add all sorts of other non-value-added steps. Or we do the steps out of order, which causes another kind of waste. By following the TPS way, we instead start with listing the actual steps. Then we can more accurately observe waste and work toward improvement.

My storyboarding process was supposed to look something like this:

1. Storyboard each screen on a slide in PPT
2. Find graphics
3. Develop screens

Instead, it looked more like this:

1. Storyboard a few screens
2. Look for cool graphics on-line
3. Put cool graphics on screen to see how they look
4. Change graphic to gray scale and see if it looks better
5. Storyboard another screen
6. Etc.

Can you see the extra steps there? These out-of-order, extra steps add to the time line and the cost. If I had been doing this for a client on a fixed fee basis, it would have reduced my profit margin. And if I were charging per-hour, I should be asking, "Is the customer willing to pay for this?" But that's another post.