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Kanban at a Glance

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Uziel Kyri Calica

on 6 October 2016

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Transcript of Kanban at a Glance

Foundational Principles
Core Practices
Kanban
101

Visualize your workflow
Limit your WIP
Manage Flow
Make process & policies
explicit
Improve Collaboratively
using the models and the scientific method
Start with what you do now
you don't need to completely revamp your processes to start to benefit from a flow-based system, such as Kanban.

Overlay
Take all of those unwritten rules and make them explicit so everyone has visibility into how your team makes decisions and is measured.
Kaizen
tastes a bit better today
Impediments cause flow to start and stop, challenging the WIP limits. This is the point!

Be scientific:
Evaluate a situation, suggest a change, predict an

state changes in the work, that generally reflect changes in the activity used to generate new information about that work,

What makes up a workflow?
Example: analysis (an activity) generates information. When it reaches a point of diminishing returns, we tend to refer to the work as “analyzed” and change to a different activity
work is limited at each stage and is pulled from the column to the left when there is available capacity in a workflow state
monitor and report the flow of work through the workflow
in the end, we want to achieve fast, smooth flow
Without an explicit understanding of how things work and how work is actually done, any discussion of problems tends to be emotional, anecdotal and subjective.

You can't improve what you don't understand.
Use models:
When teams understand theories about workflow, process & risk, they are more able to improve the problem.
outcome, then observe what
really happens and compare
to your prediction
Regular
feedback
loops
Respect the current process, roles, responsibilities and job titles
Recognize that some parts of the existing process may work acceptably and may be worth preserving
Eliminates initial fears and encourages broader support
Agree to pursue incremental,
evolutionary change
Sweeping change initiatives often
end in a big
the J Curve
starting point
valley of pain
where we
give up
potential achievement
Encourage acts of leadership at all levels
Work collaboratively, but don't wait for someone with a title to make things better
Improvement doesn't just happen to you
then evolve
How to start
Visualize your work & track how much work goes through your system normally
Identify 1+ bottlenecks, place a reduced WIP limit on the step just before it.

Monitor & adjust as needed.

Move on to the
next bottlenecks.
Learn
you need to learn theories behind processes to know how to change them
What is it?
avoid
this
literally means "SIGN BOARD"
underpins TPS
a pull system that provides
focus, sustainable pace & regular delivery by focusing on optimizing the flow of work from beginning to end

also proves to be a great way to promote improvement
evolutionary change
by
Implement Feedback Loops
seek out feedback beyond the team level, e.g. an operations review
Action Items
Identify at least one process with high WIP
Provide current documentation of selected process
Schedule process walkthrough with BE

Cross-skilling can be done in either of these principles depending on your process design.
Full transcript