Nicola

“The notion of amortization arises from the following observation. Given a sequence of operations, we may wish to know the running time of the entire sequence, but not care about the running time of any individual operation. For instance, given a sequence of n operations, we may wish to bound the total running time of the sequence by O(n) without insisting that every individual operation run in O(1) time. We might be satisfied if a few operations run in O(log n) or even O(n) time, provided the total cost of the sequence is only O(n). This freedom opens up a wide design space of possible solutions, and often yields new solutions that are simpler and faster than worst-case solutions with equivalent bounds.”
― Chris Okasaki, Purely Functional Data Structures

“we concluded that lean thinking can be summarized in five principles: precisely specify value by specific product, identify the value stream for each product, make value flow without interruptions, let the customer pull value from the producer, and pursue perfection.”
― James P. Womack, Lean Thinking: Banish Waste and Create Wealth in Your Corporation

“Taiichi Ohno blamed this batch-and-queue mode of thinking on civilization’s first farmers, who he claimed lost the one-thing-at-a-time wisdom of the hunter as they became obsessed with batches (the once-a-year harvest) and inventories (the grain depository).4 Or perhaps we’re simply born with batching thinking in our heads, along with many other “common sense” illusions—for example, that time is constant rather than relative or that space is straight rather than curved. But we all need to fight departmentalized, batch thinking because tasks can almost always be accomplished much more efficiently and accurately when the product is worked on continuously from raw material to finished good. In short, things work better when you focus on the product and its needs, rather than the organization or the equipment, so that all the activities needed to design, order, and provide a product occur in continuous flow.”
― James P. Womack, Lean Thinking: Banish Waste and Create Wealth in Your Corporation

“Из-за этого нам придется отказаться от под- становочной модели вычислений (раздел 1.1.5) в пользу более механистичной и в то же время менее привлекательной теоретически модели с окружениями (environment model). Сложности, связанные с объектами, их изменением и индивидуальностью являются фун- даментальным следствием из потребности ввести понятие времени в вычислительные модели. Эти сложности только увеличиваются, когда мы добавляем возможность парал- лельного выполнения программ”
― Anonymous