The principles guide everything. These principles are simple, yet difficult to follow. They require discipline, focus, and a settled mind. They are a circular system where each principle feeds into the next. This process is continuous and never ending.

Some companies have a lot of principles such as Bridgewater or Amazon, but those are overkill and lead to confusion. It is hard to keep in mind a ton of principles while also trying to perform the work in that business. So the niti are distilled down to four core principles: Serve, Standardized Processes, Uncover Waste, and Continuously Improve.

We use either a Lean Six Sigma or Agile method as needed. The way I see it Agile is a way of discovering something unknown. It is a discovery method, the end result of which is a discovery of a process. This process can then be optimized with the tools of a Lean Six Sigma process. Lean Six Sigma is also useful in cases of known outcomes. Where throughput and quality are needed such as specific known deliverables with a known process.

The following four principles have been gathered and distilled from these sources:

• W. Edwards Deming
• Lean Manufacturing / Toyota Production System
• Six Sigma
• Working Backwards from Amazon
• Agile Software Development

Serve​

O Arjuna!
As the ignorant men work with attachment to action,
so should the wise act without attachment,
for the welfare of the world. -Bhagavad Gita 3:25

They alone live, who live for others, the rest are more dead than alive. -Swami Vivekananda

Build to serve others. Innovation is when you figure something out and make it applicable to others, a form of serving. Building things for their own sake without a purpose of who it is serving is useless. With a Customer, Partner, Team, or Self in mind, innovate to to serve.

• Customers. Build products and services that serve customers. Solve their problems and make their lives better. The way to do this is to deeply understand the customer's problems and needs. This requires empathy, listening, and observation.
• Partners. Whether it is a life partner or business partner they need to be served just the same. Figure out what they need and how you can serve them and make their lives better. Become a preferred partner, someone people like to work and get along with.
• Team. Serve your team members, employees, and colleagues. Help them grow, develop, and succeed. Create a positive environment where people feel valued, respected, and appreciated.
• Self. Serve yourself by becoming a better person. This is not selfish, but rather a way to be able to serve others better. Take care of your physical, mental, and emotional health. Continuously learn, grow, and develop yourself.

Serving is not a one way door. If done well both parties benefit and grow. When serving there are three things to keep in mind:

1. Specific Mission. Who are you serving and what problem are you solving for them? Make it specific and clear and easy to communicate. Anything vague is is hard to serve, a specific mission makes it easy to focus efforts.
2. Single Threaded Owner. Have a single person who is the owner of a process and who can make decisions, run the process to drive the mission forward.
3. Measurable Output. How do you measure success in serving them? Have a clear outcome in mind and track progress towards that outcome.

Standardized Processes​

Standardized processes across everything. Slinging guns may be great for a lone wolf, but to build anything great requires systems and processes with clear outcomes. These systems can be either in personal life or business. Have a set of standardized processes that are followed to achieve Measurable Outputs. A monk like scheduled life is a great example of standardized processes in a personal life. A set of documented business processes is a great example of standardized processes in business.

Every standardized process's goal is to achieve a specific Measurable Outputs while Serving. Outputs result based on the appropriate inputs. Trying to manage outputs without changing the inputs is impossible. So focus on the inputs, the processes, and the systems to achieve the desired outputs. These input processes should be continuously monitored with charts and graphs to make it easier to understand.

Every standardized process has these characteristics:

1. Documented. The process is documented in a clear and concise manner. This documentation is easily accessible to everyone involved in the process.
2. Repeatable. The process can be repeated multiple times independently of the individual.
3. Measurable. The process uses control charts to measure outcomes. These metrics are tracked and monitored to ensure the process is working as intended leading to the desired Measurable Outputs.
4. Owned. The process has a clear owner who is responsible for ensuring the process is followed and improved upon.

Stack​

We have a common stack of technologies and processes we use for whatever business we use. These are external tools and services that make our life easier.

• api
• www
• routine
  • finance
  • sales
    • competitors
  • marketing
    • social-media

Agents​

People​

The team does something called a swarm. Every inidividual has an independent routine that they perform as part of their job. However, every member also works on a singular project for the company at once. This means a concentrated effort where everyone is working on a singular mission to rapidly complete projects. This way a project is completed and we can move to the next one instead of continuously moving back and forth between different projects.

The following books are a core reading to have a standardized language for the company. Each addresses a different part of the company.

• Toyota Way
• 7 Powers
• The Goal
• Financial Intelligence for Entrepreneurs
• Getting Things Done

Uncover Waste​

Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.

Antoine de Saint-Exupéry

Entropy is a Law of Nature, every system produces waste. Waste is anything that doesn’t serve the purpose of Serving! Waste can be in the form of time, money, energy, resources, etc. Waste leads to inefficiencies, stress, loss of quality, and a loss of a settled mind.

Anything that doesn't lead to the improvements of a measurable 7Power is waste.

Waste can be identified by tracking it. We build systems where any waste whatsoever is tracked, prioritized and addressed. Further, waste is a way to empower our team. By giving our team the ability to identify waste, we empower them to improve the system and help those who we serve.

Deming​

Control Chart​

Usage

6-12 Chart​

Usage

Pareto​

Usage

HeatMap​

Usage

Issues​

Issues are a process of Problem, Solution and Exection. It is based on the measurements that we see from the Deming charts. The issues are tracked and prioritized based on the impact they have on the 7Powers.

Problem:

- [ ] Defects. Errors, bugs, rework, failures, misunderstandings.
- [ ] Overproduction. Making more than needed or earlier than needed (extra features, unnecessary outputs).
- [ ] Waiting. Idle time when people or systems wait (blocked work, slow approvals, slow CI).
- [ ] Non-Utilized Talent. Underusing people’s skills, knowledge, creativity (manual tasks engineers shouldn’t do).
- [ ] Transportation. Unnecessary handoffs or transfers between people, teams, systems (Dev → QA → Ops loops).
- [ ] Inventory. Work-in-progress that isn’t delivering value yet (open PRs, backlogs, half-finished work).
- [ ] Motion. Unnecessary movement or context switching (searching for info, tool hopping, interruptions).
- [ ] Extra Processing. Doing more work than necessary (over-engineering, excessive documentation, duplicate checks).

Solution:

- [ ] Sort (Seiri). Identify all items in the space (physical, digital, or process steps), tag anything unused or rarely used, remove obsolete tools, files, steps, or equipment, Archive items needed only occasionally, Eliminate duplicates
- [ ] Set in Order (Seiton). Arrange items for easy access and retrieval, Label storage locations, Create visual cues for organization, Ensure tools and materials are in designated places
- [ ] Shine (Seiso). Clean the workspace regularly, Remove dirt, clutter, bugs, or code debt, Fix broken tools, configs, scripts, Schedule routine cleaning tasks
- [ ] Standardize (Seiketsu). Create SOPs, checklists, and guidelines to maintain organization and cleanliness, Establish routines for sorting, setting in order, and shining
- [ ] Sustain (Shitsuke). Maintain discipline to follow 5S practices consistently Conduct regular audits to ensure adherence, Foster a culture of continuous improvement

In addition:

- [ ] Deming measurements

Execution:

- Checklist of things to update

Continuously Improve​

Please do the most unpleasant tasks first unless there is some pleasant thing, which also has to be done that day. In time, you will find that you have peace of mind. You have more leisure, inner leisure. Procrastination is the villain of the piece in taking away that inner leisure. Inner leisure gives you the space to pay attention to those whom you love, and for whom you work so hard. You want to give them a good, comfortable life. Inner leisure gives you the space to spend quality time with your spouse, with your children, your parents, and your siblings. When you are with your spouse, you are with the person totally, absolutely totally. With the pending problems and files inside the heart, you cannot do that because you are not total.

-Swami Dayananda Saraswati, Need for Personal Reorganisation

While standardized processes are nice as a baseline, the world doesn’t stand still and the environment changes. So every process must be continuously improved. With a 1% improvement every day, over time these small improvements lead to significant gains.

Continuous improvement is lead by the owner of the standardized process. There are a few ways to continuously improve a process:

• Experiments. Try new things and see if they lead to better outcomes. Use a scientific method approach to test hypotheses and validate assumptions.
• Failures. If there is a failure, we learn from that failure and improve the process to avoid that failure in the future. This happens through root cause analysis and postmortems.
• Upstream. All processes have upstream dependencies whether it is a customer, partner, or team member. We monitor these upstream dependencies for changes and improve our process accordingly.
• Downstream. If there is a downstream improvement and there is a way to improve our process to take advantage of that downstream improvement we do so.

The way to track continuous improvement is through metrics and control charts. Every process should have a set of metrics that are tracked and monitored. These metrics should be used to identify areas for improvement and track progress over time.

7Powers​

The 7 Powers is a means of improvement that leads to delivering better value in organizations.

1. Scale Economies — As your business grows, your unit costs decline because fixed costs are spread across more customers or transactions.
2. Network Economies — The value of your product increases as more users participate in the network.
3. Counter-Positioning — A new business adopts a superior business model that an incumbent cannot easily copy because doing so would damage its existing business.
4. Switching Costs — Customers face meaningful costs when moving from your product to a competitor. These can be financial, operational, psychological, or related to learning.
5. Branding — Customers develop a persistent preference for your product based on accumulated associations and trust, allowing you to charge a premium.
6. Cornered Resource — You possess privileged access to a valuable resource that competitors cannot easily obtain.
7. Process Power — A superior organizational process gives you an advantage that is difficult for competitors to reproduce.

With continuous improvement we are looking to improve each of these pieces.

1. Power. Pick a power to improve
2. Blog. Write a blog post about the power that you are seeking to improve.
   • Problem: [2–4 sentences describing the current pain points or challenges customers face. Use concrete data points or scenarios to describe how frustrating or expensive the status quo is].
   • Solution: [Describe how this new product elegantly solves the stated problem. Focus on how it changes customer behavior and improves their daily lives, rather than detailing technical specifications].
   • How it Works: [A seamless, step-by-step walkthrough of the user experience. Explain how a customer gets started, how they use it, and how they achieve their goal].
   • Call to Action (CTA): For more information, to sign up for a trial, or to purchase [Product Name], visit [Link to Landpage/App Store URL].
3. Issues. Track the issues that increase the power.

That is it. We want to build and launch fast. A simple blog post and features on a branch should be sufficient to start building and launching.

astanga​

7Powers doesn't really work for people, it works for systems. For that I realize that the Yoga Sutras give us the astanga system. The goal is to help people achieve the first six.

• yama
• niyama
• asana
• pranayama
• pratyahara
• dharana