This document discusses how kaizen, which means continuous improvement, can help organizations overcome resistance to change. It suggests examining beliefs about failure and automating the most error-prone tasks first. The talk emphasizes that real change happens gradually through small, consistent improvements each day rather than through radical transformations or strict plans.

1. Jessica DeVita
@ubergeekgirl
jessica@chef.io

4. No one can anoint you
"Agile" or "DevOps”

5. What this talk is not:

6. devops 101?
Nope!

7. 10 steps to agile?
NOPE

8. Why I care

15. Why we suck at
change, and how
kaizen can help

16. What is Kaizen and
what is not?

17. Five S's

20. We are physically built to
resist radical change

25. Examine your beliefs
about failure

26. Errors

27. Business Optimization:
Minimize:
●WIP
●Waiting
●Movement
●Defects
●Overproduction

29. How do we choose
what to automate?

30. Options: Most
expensive, least
expensive, most boring
(boring=error prone)

31. Bored people quit

33. Automation failures

34. You cannot automate
creativity.

35. Nothing good or creative
is ever done in a linear
fashion

38. you can't scale if you are
entering data 3 times

40. Automating the right
things

45. make a tiny but
unbreakable promise to
yourself. do one small
thing, every day.
http://zenhabits.net/disciplined/

48. Using Kaizen to improve
relationships with
“difficult people”

49. Examine the explanation
you are giving yourself
for their behavior.

50. What if they had a brain
injury that caused their
behavior?

51. Perceiving
Attending
Understanding
Acting

52. "I can never expect the
people around me to be
more open and willing to
improve than I am."
Peter Senge, Fifth
Discipline

53. The reality of devops

54. "No matter the extensive
nature or degree of
foresight incorporated
into any prior "plan,"
there will always be a
need for adjustment,
further specification, or
even drastic revision"
Clancy, 1997