A sensitively tailored combination of modes Efficiency is produced not by the sort of movement monoculture of cars-only American cities but by a sensitively tailored combination of modes sited to exploit the particular efficiencies of each and providing useful duplication and alternative. Michael Sorkin, 20 Minutes in Manhattan efficiencytransportation
Conversations, not commandments Good software comes from a vision, combined with conversations not commandments. In a craft-focused environment, care for efficiency, simplicity, and details really do matter. I didn’t leave my last job just because I wanted to make something new. I left because I wanted to make it in a way I could be proud of. Pirijan Ketheswaran, Why Software is Slow and Shitty pketh.org detailscraftsimplicityefficiency
Dwelling densities and diversity The reason dwelling densities can begin repressing diversity if they get too high is this: At some point, to accommodate so many dwellings on the land, standardization of the buildings must set in. This is fatal, because great diversity in age and types of buildings has a direct, explicit connection with diversity of population, diversity of enterprises and diversity of scenes. Among all the various kinds of buildings (old or new) in a city, some kinds are always less efficient than others in adding dwellings to the land. A three-story building will get fewer dwellings onto a given number of square feet of land than a five-story building; a five-story building, fewer than a ten-story building. If you want to go up far enough, the number of dwellings that can go onto a given plot of land is stupendous—as Le Corbusier demonstrated with his schemes for a city of repetitive skyscrapers in a park. But in this process of packing dwellings on given acreages of land, it does not do to get too efficient, and it never did. There must be leeway for variety among buildings. All those variations that are of less than maximum efficiency get crowded out. Maximum efficiency, or anything approaching it, means standardization. Jane Jacobs, The Death and Life of Great American Cities efficiency
The mirror-image economy When we enter the world of refuse and waste, we cross over into a mirror-image economy. In the "normal" world, we pay to acquire things; on the other side of the looking glass, we pay to get rid of them. Junk isn't merely worthless; it has negative value. A chemical engineer once told me about a recent improvement in a manufacturing process; by fine-tuning a chemical synthesis he had increased the yield of a certain commodity from 98 percent to 99 percent. I congratulated him, but I couldn't help remarking that this seemed like a rather paltry improvement. "Ah, you miss the important point," he said. "The amount of waste goes from 2 percent down to 1 percent. It's cut in half. We save tremendously on disposal costs." Brian Hayes, Infrastructure: A Guide to the Industrial Landscape wasterecyclingtrashefficiencyeconomics
Taylorism “In the past the man has been first. In the future the system must be first.” — Fred W. Taylor Taylorism was a way of thinking that came at the expense of the workers’ own knowledge of their system. Taylor summed up his philosophy thus: “It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standard and enforcing this cooperation rests with the management alone.” The unscripted practices of the old offices would remain, but as a kind of subterfuge: in the future, a leisurely pace wouldn’t be the norm; time would not be given, but stolen. Nikil Saval, Cubed systemsefficiency
Efficiency is the Enemy An Article fs.blog Many of us have come to expect work to involve no slack time because of the negative way we perceive it. In a world of manic efficiency, slack often comes across as laziness or a lack of initiative. Without slack time, however, we know we won’t be able to get through new tasks straight away, and if someone insists we should, we have to drop whatever we were previously doing. One way or another, something gets delayed. The increase in busyness may well be futile. It’s Time to Embrace Slow Productivity efficiencyproductivitywork
Muda, Muri, Mura An Article mag.toyota.co.uk Eliminating waste is the key to efficiency – in the Toyota Production System, this is termed as: Muda (waste), Muri (overburden), and Mura (irregularity). productionwastemanagementefficiency
Beyond Artboards An Essay by Chuánqí Sun medium.com The Pursuit of Lossless Design-Development Handoffs. Can't developers just see?We are the ones who paved the pathUntil we get there processinterfacesdesign
Can't developers just see? We designers love artboards. From rough UI sketches to high fidelity mockups, we see ourselves as visual artists expressing ideas on artboards that have a pre-defined width and height. To start a new project, we declare the size of the artboard in the first step. What about responsive design? Not a problem! We diligently design on three artboards — one for mobile, one for tablet, and one for desktop — with content elegantly adapting, scaling, reflowing, reordering, and reprioritizing. We proudly hand off the artboards to developers while patting ourselves on the back: this is how responsive design should be done. After weeks of arduous engineering, the product finally comes out. We find, to our great dismay, that some copy is hanging off the grid, the focal point of the hero image has been cropped out, the font sizes don’t even come close to the type ramp. What went wrong? Can’t the developers just see everything on all those artboards? Nope. Start drawing, then put the box around it
We are the ones who paved the path No matter how many screen sizes our artboards account for, some user’s browser will break loose from our prescription. With users resizing, rotating, and zooming the screen, new devices stretching, squashing, curving, and cutting (e.g. the speaker area in iPhone X) the screen, the sizes become infinite. Good luck making an artboard for each one of them. Artboards are a lossy format. Using artboards in a handoff is a lossy process. When we pitch a finite number of plans against an infinite number of situations. We inevitably get in-betweens. Once there are in-betweens, there are unknowns. Once there are unknowns there is guesswork. Once there is guesswork, there are surprises. Engineers take the path of least resistance. We are ones who paved the path. gridless.designChanging Our Development Mindset
Until we get there As a designer, learn writing HTML, or better still, semantic HTML. If coding up the entire design is too hard, try coding up one component at a time, and not worrying about CSS. The HTML alone will prove invaluable for developers to understand the content structure. In addition, you are forced to optimize the information architecture as you work out the code from content. If coding by yourself is out of the question, pair up with the engineer who will receive the design. Work closely with him or her to prototype the design, validate responsive behaviors, and obtain feedback on the feasibility. Don’t call it an iteration until the design has seen played with in code. As a manager for large enterprise, co-locate your designers and developers, encourage interdisciplinary learning, understand that each minute spent on coding before the handoff translates to ten minutes saved from changing and fixing issues after the handoff. As a stakeholder in the handoff meeting, give the designer a thumbs-up when he or she demos live code running in browsers in place of mockups on artboards. That’s a design champion you are looking at. html