Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.
Kanban at a Glance
Transcript of Kanban at a Glance
Visualize your workflow
Limit your WIP
Make process & policies
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.
Take all of those unwritten rules and make them explicit so everyone has visibility into how your team makes decisions and is measured.
tastes a bit better today
Impediments cause flow to start and stop, challenging the WIP limits. This is the point!
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.
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
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,
Sweeping change initiatives often
end in a big
the J Curve
valley of pain
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
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
you need to learn theories behind processes to know how to change them
What is it?
literally means "SIGN BOARD"
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
Implement Feedback Loops
seek out feedback beyond the team level, e.g. an operations review
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.