To implement this, we introduce "blue bins" as safety stock. These bins - ensure teams always have work ready to process without delays. For our - simulation, each team has two blue bins, which provides a good balance. + ensure teams always have work ready to process without delays but we + stop whenever blue bins are full.
- If a project isn’t progressing well, the response is often to "try - harder"—just once. However, "Just in time" frequently turns into "Just - this time" over and over. This approach causes teams to overproduce, - creating unnecessary stock and latent defects that require rework. The - more the project struggles, the more siloed teams become, leading to - blame-shifting: "I did my part; if the project fails, it’s not my - fault." The reality is, it’s not anyone’s fault—it’s the system that’s - broken. + Teams often underestimate the complexity of a project and the challenges + of collaborating with others. Unfortunately, this is something I’ve + observed in many software projects. If a software isn’t progressing + well, the response is often to "try harder"—just once. However, "Just in + time" frequently turns into "Just this time" over and over. This + approach causes teams to overproduce, creating unnecessary stock and + latent defects that require rework. The more the project struggles, the + more siloed teams become, leading to blame-shifting: "I did my part; if + the project fails, it’s not my fault." The reality is, it’s not anyone’s + fault—it’s the system that’s broken.