More spell checks

Author: marcusoftnet

_posts/2017-10-20-two-stories-i-often-tell-on-wip-as-a-process-improvement-tool.md

@@ -9,7 +9,7 @@ tags:
  - Life of a consultant
 ---
 
-Work in process (WIP) limits is a powerful, lightweight tool to not only improve your process flow but also to find further improvements in your process. I consider it widly underused but hugely impactful. 
+Work in process (WIP) limits is a powerful, lightweight tool to not only improve your process flow but also to find further improvements in your process. I consider it widly underused but hugely impactful.
 
 Often when WIP limits are introduced we miss the point of them being the driver for further process improvement, but rather focus on what our WIP limit should be, or how we are going visualize it on our board. So I often share a story on how that can work.
 
@@ -21,25 +21,25 @@ At the same time I sometimes forget some of those stories. So I thought I'd bett
 
 ## The door mounting guy
 
-I don't know where I picked this story up but it was most likely [Joakim Sundén](https://twitter.com/joakimsunden) or [David J. Andersson](https://twitter.com/lki_dja) that told it to me first. 
+I don't know where I picked this story up but it was most likely [Joakim Sundén](https://twitter.com/joakimsunden) or [David J. Andersson](https://twitter.com/lki_dja) that told it to me first.
 
-Imagine that you are working at a lean car factory. Your job is to mount the doors. The cars arrive in a steady stream down the line and you mount doors from a pallet that get to your station. The pallet has 10 doors on it and you pick a door at time to mount onto the card using an awesome looking robotic arm. 
+Imagine that you are working at a lean car factory. Your job is to mount the doors. The cars arrive in a steady stream down the line and you mount doors from a pallet that get to your station. The pallet has 10 doors on it and you pick a door at time to mount onto the card using an awesome looking robotic arm.
 
 As you picked the first 5 doors you notice that the sixth door has a little card attached to it. That card, my friends, is a kanban card. It says:
 
 > Go over to door-builder station 14 and ask them to build you 10 more doors
 
-You walk over there. Give them a highfive and then ask them to build 10 new doors. After some banter about the fading sun-burn in your face you walk back to your station and continue to mount doors. 
+You walk over there. Give them a highfive and then ask them to build 10 new doors. After some banter about the fading sun-burn in your face you walk back to your station and continue to mount doors.
 
 Just as you mounted the tenth door, your turn around the the door-builder from station 14 comes by with a new pallet. Timed to perfection. It's almost scary.
 
 As this happens a lean sensei walks past you two and asks:
 
-> How is it going? 
+> How is it going?
 
 You respond:
 
-> Everything is working fine here. We have door work in process limit of 10 and that is beautifully timed so that I get the doors just in time and don't have to wait. 
+> Everything is working fine here. We have door work in process limit of 10 and that is beautifully timed so that I get the doors just in time and don't have to wait.
 >
 > No overproduction or other waste here, sir lean sensei, sir!
 
@@ -55,47 +55,45 @@ Station 14 guy agrees:
 
 > Totally! I will have to talk with my suppliers to get smaller things faster from them and ...
 
-You both look up to the ever smiling sensei:
+You both look up to the ever smiling sansei:
 
 > That is right. Fix those problems and we get an even faster, even smoother flow. We're getting closer to our vision of one piece continuous flow. I know you will make it. Let me know how I can help.
 
 ### Comment on car mounting guy
 
-They use the WIP limit to provoke new problems to appear. Ah, that's a bad word, problems. To expose new unrealized improvement opportunities for further improvements in their flow. 
+They use the WIP limit to provoke new problems to appear. Ah, that's a bad word, problems. To expose new unrealized improvement opportunities for further improvements in their flow.
 
-Notice also how the sensei is using the vision of the company (one piece, continuous flow) as a guiding north star for the improvements the local stations is making. 
+Notice also how the sansei is using the vision of the company (one piece, continuous flow) as a guiding north star for the improvements the local stations is making.
 
-Are you continuosly pushing WIP limits down? Or are you being comfortable in the WIP you have now? Maybe a bit too comfortable? No problems is a big problem for a lean company.
+Are you continuously pushing WIP limits down? Or are you being comfortable in the WIP you have now? Maybe a bit too comfortable? No problems is a big problem for a lean company.
 
-A WIP limit is only best so far. We are always looking for better ways. By continuously decreasing it we will expose new problems. Hey, if we get to many problems, we might raise the WIP limit. 
+A WIP limit is only best so far. We are always looking for better ways. By continuously decreasing it we will expose new problems. Hey, if we get to many problems, we might raise the WIP limit.
 
 That's the topic of the next story.
 
-## More WIP here, please!
+## More WIP here, please
 
-This story I do know the origin from. It's from the awesome [Toyota Kata book](https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238) by Mike Rother. Story is maybe exaggerating it a bit… it's just a sentence. 
+This story I do know the origin from. It's from the awesome [Toyota Kata book](https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238) by Mike Rother. Story is maybe exaggerating it a bit… it's just a sentence.
 
-A company invited a Toyota sensei to their factory to get help. As (s)he walked around the factory comments were made about different improvement opportunities or disturbances in flow, by the sensei. 
+A company invited a Toyota sansei to their factory to get help. As (s)he walked around the factory comments were made about different improvement opportunities or disturbances in flow, by the sansei.
 
 At one point (s)he exclaimed and pointed to an empty machine:
 
 > More work in process is needed here!
 
-That made everyone in the company burst out laughing. Obviously a joke, right? No - it was not. More WIP was needed. The process could not sustain such a low level of work in process. 
-
-
+That made everyone in the company burst out laughing. Obviously a joke, right? No - it was not. More WIP was needed. The process could not sustain such a low level of work in process.
 
 ### Comments on More WIP please
 
-Most likely, I was not there, the station in question was starved for new work. This happens on a visualized board when one or more columns in a row have no stickies in them. Meaning that if the downstream processes need more work they have no more (prioritized) work to pull. 
+Most likely, I was not there, the station in question was starved for new work. This happens on a visualized board when one or more columns in a row have no stickies in them. Meaning that if the downstream processes need more work they have no more (prioritized) work to pull.
 
-This is not good either and can be viewed as a inverted queue. 
+This is not good either and can be viewed as a inverted queue.
 
 The trick with WIP is that you want to balance it to a point where the process is flowing smoothly. Relating back to the previous story, this is not an end state but just a stepping stone to greater process improvements.
 
-The other day I saw a board for about 4-5 people with 2 stickies on it, the column before at the end of the process. There were about 4 columns before those stickies. Meaning that there will be quite some time before new work reach this point. 
+The other day I saw a board for about 4-5 people with 2 stickies on it, the column before at the end of the process. There were about 4 columns before those stickies. Meaning that there will be quite some time before new work reach this point.
 
-Is this good or bad? That cannot be deduced from this (and my) knowledge, but I would rather agrue that this is a point where more WIP is needed to flow more work faster through the process. 
+Is this good or bad? That cannot be deduced from this (and my) knowledge, but I would rather argue that this is a point where more WIP is needed to flow more work faster through the process.
 
 Remember the wise words of Dr Reinertsen
 
@@ -109,10 +107,10 @@ Lower WIP is generally better, but other than that I leave you with my rule of t
 
 > Stop starting, start finishing
 
-Yes from [Kanban In Action](https://www.manning.com/books/kanban-in-action) . Make it a policy in your team. We prefer to finish things rather then start new things. 
+Yes from [Kanban In Action](https://www.manning.com/books/kanban-in-action) . Make it a policy in your team. We prefer to finish things rather then start new things.
 
 ### Heuristics
 
 If WIP is too high - work will be idle. There will be work that people will not have the time to attend too. "I didn't get around to that one" - comments in the morning meeting, for example
 
-If WIP is too low - workers will be idle. Then you will hear comments like "I have nothing to do after this". This is not bad in itself, since we now have slack that we can use for improvements, collaboration or lower priority work. If it happens all the time you should consider increase the WIP.  
+If WIP is too low - workers will be idle. Then you will hear comments like "I have nothing to do after this". This is not bad in itself, since we now have slack that we can use for improvements, collaboration or lower priority work. If it happens all the time you should consider increase the WIP.

_posts/2017-11-16-no---waterfall-is-not-sometimes-correct-it-is-always-wrong.md

@@ -46,7 +46,7 @@ The path to agile transformation begins with a shift in mindset and practices. W
 
 A common refrain is that certain endeavors—such as large-scale ERP implementations—are incompatible with lean and agile methodologies. To this, I offer a simple yet profound response: "Not yet." Rather than accepting the status quo, we must challenge it, seeking innovative solutions guided by lean principles.
 
-Consider the story of Taiichi Ohno, the pioneering mind behind Toyota's lean philosophy. By relentlessly pursuing faster flow and shorter lead times, he revolutionized die-change processes, achieving feats once deemed impossible.
+Consider the story of Taichi Ohno, the pioneering mind behind Toyota's lean philosophy. By relentlessly pursuing faster flow and shorter lead times, he revolutionized die-change processes, achieving feats once deemed impossible.
 
 ## In Conclusion
 

_posts/2017-11-16-that-silly-habit-is-what-you-are.md

@@ -9,11 +9,12 @@ tags:
  - Life of a consultant
 ---
 
-I've worked in a few places that have had hack weeks or hack days; a simple little thing where the whole company stops for a while and get to spend some time making something that you're really passionate about. 
+I've worked in a few places that have had hack weeks or hack days; a simple little thing where the whole company stops for a while and get to spend some time making something that you're really passionate about.
 
 This was first made famous by Google and their [Google Time](http://www.businessinsider.com/google-20-percent-time-policy-2015-4?r=US&IR=T&IR=T) that have produced amazing products like Google Earth and Gmail. (That linked article, by the way, is showing my point of this post with painful clarity)
 
-At every place that has had this kind of opportunities and practices I've also seen people skipping those days, because: 
+At every place that has had this kind of opportunities and practices I've also seen people skipping those days, because:
+
 * We are too busy
 * Well, that's cute - but this **real** work needs to happen now.
 * Not this week, but next.
@@ -23,39 +24,43 @@ That's dangerous. Those silly habits are what is building your culture. Without
 <!-- excerpt-end -->
 
 ## Aptitud
-We have these days in [Aptitud](http://aptitud.se/), the consultancy where I work. We call them Aptituddays and the same things happen every time we have them. People don't have time. 
 
-So we decided that Aptituddays is not an optional activity - it's obligatory presence for everyone in the company. It's one of the few things in our company that is required. 
+We have these days in [Aptitud](http://aptitud.se/), the consultancy where I work. We call them Aptitud-days and the same things happen every time we have them. People don't have time.
+
+So we decided that Aptitud-days is not an optional activity - it's obligatory presence for everyone in the company. It's one of the few things in our company that is required.
 
-Should you not find Aptituddays interesting - we want to know about it so that we can make them interesting and fruitful for everyone. We don't want you to not come. Because that is what we are. 
+Should you not find Aptitud-days interesting - we want to know about it so that we can make them interesting and fruitful for everyone. We don't want you to not come. Because that is what we are.
 
-Because if we stop doing the Aptituddays then we are just "any old" consultancy. We are not. We are Aptitud. And at Aptitud we do Aptituddays. That defines us.
+Because if we stop doing the Aptitud-days then we are just "any old" consultancy. We are not. We are Aptitud. And at Aptitud we do Aptitud-days. That defines us.
 
 ## Vasa Band
-I play in a Salvation Army brass band, [Vasa Band](https://www.vasaband.se/). We are very particular in every rehearsal having plenty of time for devotional and spending time together as a Christian group. Becuase that is what we are. 
+
+I play in a Salvation Army brass band, [Vasa Band](https://www.vasaband.se/). We are very particular in every rehearsal having plenty of time for devotional and spending time together as a Christian group. Because that is what we are first and foremost.
 
 So one rehearsal before we record a CD we still spend 30 minutes (out of 2,5 h) for devotional. Because if we did not - we would not be Vasa Band. We would just be Band.
 
 This focus and priority are defining us. Everyone that joins our band knows this pretty soon and can choose to be part of our group or not. It's important for our group to do this practice.
 
 ## My last client
+
 Never are these silly practices more important than when you start them up. At one client we introduced hack-days every other Friday. One team were under heavy delivery pressure and most of the team skipped out of hack-days.
 
 What we soon saw was that the people that didn't join hack-days also was the people that didn't really got into the group. That missed out on our internal jokes, celebrations for successes and suggestions for new ideas.
 
 ## Misquoted Churchill
-There a nice story that is [sadly debunked](https://www.snopes.com/winston-churchill-on-the-arts/), about Winston Churchill. Even though it's not true, there's wisdom inside. 
 
-The story goes that Mr. Churchill suggested an increased budget for the culture department, in the middle of the second world war. A big debate, of course, followed: How can you say that when our soldiers are dying? We need to give all our resources to the military? We can get by without music for a while!  
+There a nice story that is [sadly debunked](https://www.snopes.com/winston-churchill-on-the-arts/), about Winston Churchill. Even though it's not true, there's wisdom inside.
+
+The story goes that Mr. Churchill suggested an increased budget for the culture department, in the middle of the second world war. A big debate, of course, followed: How can you say that when our soldiers are dying? We need to give all our resources to the military? We can get by without music for a while!
 
 The answer was brilliantly simple and clear:
 
 > Then what are we fighting for?
 
 ## Summary
-Because we are defined by the things we do, our strange habits and quirks. All of that make up our unique culture. If you take that away we are not us anymore. 
 
-Don't skip your hack days just because you are under pressure now. What value is a met deadline when the soul of the company is gone? 
+Because we are defined by the things we do, our strange habits and quirks. All of that make up our unique culture. If you take that away we are not us anymore.
 
-A culture takes a long time to grow but can be destroyed fast. Skipping you "cute quirks" is chipping off a small piece of you. 
+Don't skip your hack days just because you are under pressure now. What value is a met deadline when the soul of the company is gone?
 
+A culture takes a long time to grow but can be destroyed fast. Skipping you "cute quirks" is chipping off a small piece of you.