He described how they measured atomic hand movements (reach, grasp, orient) in decimal seconds to balance the line. But he made a distinction that stuck with me:
Back then, the goal was Flow (smoothness), which inherently required some slack in the system. Today, he argued, the goal of modern management is Utilization (removing every micro-second of downtime).
His quote: "We deleted the 'waiting,' but we forgot that the waiting was the only time the human got to breathe."
I feel like I see this exact pattern in Software Engineering now. We treat Developer Idle Time as a defect to be eliminated by JIRA tickets, rather than the necessary slack required for thinking.
Ask HN: For those who have been in the industry for 20+ years, do you agree?
I ran a team for about a year and was constantly pushing them to do less. The team were the ones trying to pile on more work, a force of habit I think.
I noticed that when we planned less, people finished faster (probably due to greater focus and a quick finish in sight), then they pulled more into the sprint and ended up getting more done. We actually went faster when we tried to do less. I’m hoping that being told to slow down all the time meant it wasn’t actually stressful for them either. I always wanted to have slack in the system so we weren’t having to perform heroics and pull all-nighters to meet arbitrary deadlines. If something came up, we could fit it in, because we weren’t overloading ourselves. And when nothing came up, we flew.
I stepped back into an IC role, as I didn’t really enjoy running things. The person who took over was skeptical of how I had done things, but was told to try going with it, since we had been so successful. Overtime there was some regression. After a couple more management changes, we are the polar opposite. Everyone is stressed and it seems like very little actually gets done, because everyone is stretched so thin on too many projects at once. Everyone looks really busy though, I guess that’s all that matters anymore.
This is a dangerous tide incoming. I once had a conversation with a new exec as to why a certain team doesn't "look busy". In their mind people are just "coasting" and need to pull up their socks and improve delivery. The concept of being proficient and streamlined about your work simply didn't strike a chord. That place went downhill pretty fast.
People who write code with a lot of bugs end up looking like heroes, because they are always jumping in to fix their breaking code, while someone who takes the time to properly test and write solid code is seen as slow and less capable.
The house of cards just keeps growing, and everyone is on the verge of walking out.
It was in the bar of a beach hotel at 11AM on a Tuesday, of course. I think he was on two Teams meetings the whole time as well.
Good managers will do all of this simultaneously.
Bad managers just try to cram as much work in as possible. Because they are so poor at evaluating the quality of what their employees are doing, the only thing they understand is maximise throughput at the expense of all else. If your manager is like this, leave asap
It reminds me of Kingman's Formula in queueing theory: As server utilization approaches 100%, the wait time approaches infinity.
We intuitively understand this for servers (you never run a CPU at 99% if you want responsiveness), yet for some reason, we decided that a human brain—which is infinitely more complex—should run at 99% capacity and still be expected to handle urgent interruptions without crashing.
For a couple of years I helped develop scheduling software for supply chains in process industry. We frequently optimized for throughput or resource utilization, but also for just in time or minimal latency. So goals differ, but it kind of works in industrial context.
Now, there has always been a tendency to also frame knowledge work like software development as though it's just industrial production. Hence (mostly futile) attempts to make things predictable, reproducible and "efficient". Where efficiency is bluntly taken to mean optimal utilization.
It seems like modern Agile has mutated into a tool for Manufacturing Predictability rather than Software Discovery. We are so obsessed with making the velocity graph look like a straight line that we stopped asking if we are even building the right thing.
Do you think that shift happened because non-technical management needed a metric they could understand (tickets closed), or did we do this to ourselves?
When attempting to apply a process optimisation perspective from supply chains or manufacturing to software delivery, one way the software delivery problem space differs is that the software delivery process isn't a process that produces a stream of identical units that are independent of each other.
Suppose we abstract the software situation, we can tell ourselves that it is a repeatable process that produces an endless stream of independent features or fixes (weighed in "story points" say) that get shipped to production. This mental model maybe works some of the time, until it doesn't.
In reality, each software change is often making a bespoke, one-off modification or addition to an existing system. Work to deliver different features or fixes are not fungible and delivering the work items may not be independent -- if changes interfere with each other by touching overlapping components in the existing system and modifying them in incompatible ways. A more realistic mental model needs to acknowledge that there's a system there, and its existing architecture and accumulated cruft may heavily constrain what can be done, and that the system is often a one-off thing that is getting changed in bespoke ways with each item of work that ships.
For everyone else you need to occupy their time with tasks as much as possible because their value is linear.
Idle time can still be incorporated, it just has to be _in_ the tickets, not between the tickets, then everyone is happy.
A ticket for one day to add a new button, then an idle day is bad. A ticket for two days to add a new button keeps everyone happy.
My ELIengineer take is that no bearing works without some slack - it gets stuck. But that still needs some understanding, and that is less and less available, esp. at management levels.
Up to 80% of a typical dev time these days (depending on the company and the project) is idle waiting for a build to fail again, deployment to finish, all teammates showing up to another useless meeting, writing stupid performance reviews, arguing about secondary yet unavoidable issues on slack and pr comments, etc etc.
It would be very valuable to the community if you name-and-shame the company and manager that would evangelize such an obviously dogshit idea.
