1/ "Lean" is rarely about efficiency. It is usu code for cost cutting by increasing invisible risk without lowering visible functionality
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Replying to @vgr
2/ So you get the *appearance* of efficiency: the same value for "less" because you've made cuts in invisible/rarely visible functions
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Replying to @vgr
3/ Example 1: UK floods and flood-related spending cuts. Example 2: SoCal gas leak:http://www.laweekly.com/news/what-went-wrong-at-porter-ranch-6405804 …
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Replying to @vgr
4/ When people who do not understand technology fight over costs, they fight over visible functions and usually end up in a stalemate
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Replying to @vgr
5/ The result is that the responsibility for cost reduction is passed to relevant technical experts under enormous political pressure
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Replying to @vgr
6/ So not surprising that the technical experts react by cutting things that are not in the spotlight of politicized debate over functions
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Replying to @vgr
7/ Chief among these are safety and insurance functions in engineering design and operations. The "what-if" infrastructure.
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Replying to @vgr
8/ Non-technologists sometimes *think* they are covering safety/insurance aspects, but they are usually involved in safety/insurance theater
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Replying to @vgr
9/ Exhibit A is of course the TSA security theater. I am sure we're safer since 9/11, but almost all safety increase is in invisible places.
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Replying to @vgr
10/ Not only does "lean" translate to "increase risk", incentives are stacked to increase risk for people who have least ability to complain
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11/ In general, if there is a need to cut costs by X, 10% will come from function degradation, 90% from increasing risk via "leaning"
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Replying to @vgr
12/ Of that 90%, almost all will happen in parts of ops that will affect the vulnerable more. Not today, but at some unknown future date
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Replying to @vgr
13/ Complex infrastructure inherently involves moral hazard because of this: experts manage risk distributions via cost cuts over time
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