Re:Why are process gates the hellish spawn of evil you shoul...
by invalidOrTaken on Wednesday October 19, 2022 @07:36PM
(#33269153)
>Well, no, they don't, and this is the point: they are constantly refining every car model.
Do these refinements face process gates though? Because that's a better mapping to software.
And perhaps they do---but I highly doubt it's as many as the cars themselves face.
Re:Why are process gates the hellish spawn of evil you shoul...
by hbrn on Wednesday October 19, 2022 @08:37PM
(#33269555)
> no, they don't, and this is the point: they are constantly refining every car model
Do you really believe what I meant is that Toyota ships one model, "The Toyota"?
> They are always fixing bugs in the active production line, working on new features
And people who do that are typically not described as "factory workers".
> Sure, but even a factory worker is different from a factory worker
They are the same in a sense that you can usually add more workers when you need to ship faster. Fred Brooks wrote a book explaining why the same mindset doesn't work in software.
Well, no, they don't, and this is the point: they are constantly refining every car model. They are always fixing bugs in the active production line, working on new features, and every year ship new "major and minor versions" of each model.
Toyota USA ships these models: Corolla, Camry, Avalon, Mirai, GR86, Supra, Sienna, Tacoma, Tundra, Sequoia, Highlander, Venza, C-HR, RAV4, Corolla Cross, 4Runner, bZ4X. For each of those there are 2-6 different trims. Assuming an average of 4 trims, that is 2,380 different configurations of vehicles. Each trim can also have optional components added or removed to customize each vehicle, increasing combinations further. A US Toyota factory worker may support tens of thousands of ways to assemble a car, and those ways change every day.
> Even if you ship CRUDs all day long, it's still very different from a factory worker.
Sure, but even a factory worker is different from a factory worker. The demands are different, the customers, compliance, tolerances. You can't treat them all the same. But some basic principles of managing companies, people, work, etc, can be applied to all of them. Waste is bad. Quality is good. Stopping to fix something once is better than stopping to fix it 20 times.
The impact of a factory issue is often much greater, more expensive, and harder to fix, than that of a software issue. But software workers can learn a lot about quality and efficiency from how well-run factories are managed. That idea gave birth to Lean Software Development (a subset of Agile).