"Many product development organizations focus more on eliminating the waste of idle workers than on the waste of idle work. For example, in traditional thinking, if I hire you to be a tester, I expect you to spend 100% of your time testing. If you spend less than 100% of your time testing, I incur waste (you’re idle when you could be testing).
To avoid this problem, I will find you more testing work to do—perhaps by assigning you to multiple projects—to get your utilization up to 100%.
Unfortunately, this approach reduces one form of waste (idle-worker waste) while simultaneously increasing another form of waste (idle-work waste). And, most of the time, the cost of the idle work is far greater than the cost of an idle worker."
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