Content Warning: This section of the guide includes discussion of gender and transgender discrimination.

Palmer meets with Reid, and they return to the factory floor, where Reid explains how different work centers need to work together, like Manufacturing and Engineering in the factory, or Development and IT Operations for Palmer. Reid outlines how the factory once combined processes between work centers to reduce their “takt” time, following a 1950s innovation at Toyota. The idea is to reduce batch sizes and the time it takes to process them, allowing for quick changes and fixes. Reid thinks Palmer could get Parts Unlimited to a point where they deploy 10 times each day, from starting in Development to completion in IT Operations. Citing Humble and Farley, Reid calls this process the “deployment pipeline.” Palmer doubts that Reid’s proposed speed is possible, and Reid references Hammond and Allspaw, who hit exactly that goal at Flickr by increasing cooperation between Development and IT Operations. Reid suggests placing Brent at the earliest point in Development and automating the deployment process. By increasing the number of features they release, the teams can also track which features are most effective and fix features with problems, resulting in greater profits.