Constancia de propositos;Acredite nesta nova forma de trabalhar;Nao dependa de inspecao para atingir a qualidade;Nao aprove custos ou orcamentos com base no preco. Busque minimizar o custo total (Keiretsu: um fornecedor para cada item, relacionamento de longo prazo);Melhore constantemente seus processos;Treinamento no local de trabalho;Institua lideranca, com objetivo de ajudar as pessoas e os processos a executarem um trabalho melhor, e tambem a incentivar o trabalho coletivo;Elimine o medo: todos devem procurar ser o melhor possivel;Elimine as barreiras entre os departamentos, todos sao partes de um processo;Elimine metas de qualidade e produtividade para a mao-de-obra: quem deve melhorar e o processo;Elimine objetivos locais e substitua pelos globais. Incentive a administracao por processos atraves do exemplo de lideres;De direito do operario de orgulhar-se de seu desempenho, valorizando sempre o coletivo;Implante um forte programa de educacao e auto-aprimoramento;Todos da empresa devem se comprometer no processo de realizar a transformacao. Waste #1 - Partially Done WorkWaste #2 - Extra FeaturesWaste #3 - RelearningWaste #4 - HandoffsWaste #5 - DelaysWaste #6 - Task SwitchingWaste #7 - Defects Origins of the term wasteThe concept of "waste" in business was coined in the manufacturing industry during late 1940s. It was used by Toyota. In those days, automobiles involved a huge amount of manufacturing, and companies had to charge their customers a high price. The only option for Toyota to reduce car prices was to find ways to reduce the manufacturing costs. As part of this exercise, they started identifying "waste," which meant the feature (or process step) that did not add value for the customer. Once they identified the waste, they created ways to eliminate that waste from the system.Over time, "eliminate waste" became the fundamental concept of Lean, which was used in the manufacturing industry.What is waste?Waste is, in fact, the opposite of value (a capability delivered to the customer through which the customer attains a tangible or intangible benefit). So whatever feature or functionality or process step that neither adds value nor is used will be considered waste and should be eliminated from the system/product/process.The seven wastes listed below were identified in manufacturing in the Toyota Production System (TPS) by Shigeo Shingo:Inventory: Unfinished goods (also called as "work in progress," or WIP)Overproduction: Producing more than the demand requiresExtra processing: Additional steps in the process that aren't really neededTransportation: Shipping the goods from one place to the otherWaiting: Lag between process stepsMotion: Moving around within the processDefects: Flaws in the deliverables that impact their features/functionalitySeven wastes of software developmentBased on the seven wastes of manufacturing industry, Mary and Tom Poppendieck have defined seven wastes that are appropriate for software development. What follows provides information about the meaning of each of the seven wastes of software development, which can help us eliminate them (or at least reduce their impact) with respect to Agile software development. Generally, you will find these wastes during sprint planning or during sprint execution.Waste #1: Partially done workMeaning: It generally means that the work (story) that is not completely done as per your Definition of Done, and hence you cannot demo it or you