![]() Each feature should enjoy a smooth progression from conception to delivery, and not stall during the process. The simplest way to reduce inventory is to just agree not to start things until you’ve finished other things. This can be an especially big problem if your branching strategy means you’re carrying lots of un-merged branches along with you. Carrying all this stuff along with you takes up brain space, confuses the picture and slows the team down. Features that are started and then left behind by higher priority work are considered inventory, as are features that might be technically complete but which haven’t yet made it to customers. This is undelivered stuff cluttering up the production line. ![]() Reducing transport waste can be as simple as pairing testers with developers, but building a continuous integration (CI) system, or continuous delivery (CD) pipeline are also great solutions. ![]() If your developers must pass work onto a test team (or individual), and it then moves to another person’s responsibility for acceptance or sign-off, and then again for release, you have transport waste. Think in terms of hand-overs between teams. ![]() It’s not hard to see how this slows manufacturing - a factory split across two sites will obviously be difficult to run - but in software transport waste is generally harder to see. This is the movement of materials from one location to another.
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