I am friendly with a project manager at work - he's overseeing a fairly big modernisation project with lots of stakeholders, lots of moving parts, lots of direct reports, and while he seems to have a lot of long lunches, he makes sure that no one working on the project is blocked - he'll do everything he needs to to unblock people - regular meetings to hear about blockers, chase down approvers, just tell his direct reports to do something without approval (as long as it's not something bad) and he'll deal with the consequences. But most people are not this dedicated unfortunately.
replySingle Piece Flow fits with other Toyota ideas of how to get high quality work done. If something is frequently blocking the line, the solution is to put resources toward the bottleneck, not spin up more work in parallel.
replyBuilding software isn't the same as building cars. Some ideas needs months or years to be realized, and there's only so fast you can realistically move.
replyWhen is multi-tasking ever productive? The biggest time sink is understanding the problem. I can’t understand two different problems at the same time.
replyProjects can be broken down into parallel pieces of work, so you should always be able to pick up another part of the project rather than switch to a different project if you're blocked. As the other poster says, the goal is to not be blocked though. The leadership team need to support the delivery team to get the work done as a focused flow of items with as little blocking and waiting time as possible. If you're getting blocked, that's a signal that the org is failing.
replyAdmittedly this is a little idealistic, but if it's not the goal then the reality is always far worse.