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Brandon Tribble

on 1 October 2014

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Transcript of Kanban

Lessons through the ages
Reflective Improvement
and Kanban

I'm not a teacher:
only a fellow traveler of whom you asked the way. I pointed ahead - ahead of myself as well as you.”
George Bernard Shaw
The first rule is not to lose.
The second rule is not to
forget the first rule.

Warren Buffet
At the end of the day, you must acknowledge
that we are here to make a profit, by creating
value for customers. That is the goal - Make Money.

If a man insisted always on
being serious, and never
allowed himself a bit of fun
and relaxation, he would go
mad or become unstable
without knowing it.
Notice that the stiffest
tree is most easily
cracked, while the
bamboo or willow
survives by bending
with the wind.
Kanban Principles
To improve is to change, to be perfect is to change constantly

Winston Churchill
John F. Kennedy
Progress is a nice word. But change is its motivator. And change has its enemies.

"Good Change"

Kaizen for us then - should mean continuously making good changes!
Change is Gonna

-Sam Cooke
Visualize your Workflow
Face reality as it is,
not as it was or as
you wish it to be.
Jack Welch
Limit Work-in-Progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve collaboratively, Evolve experimentally using models and the scientific method
Dick Van Dyke
Capacity must be used as a measure to determine your WIP Limits!
Capacity is determined by Bottleneck resources!

Mistakes are always forgivable, if one has
the courage to admit

I'm Not
Fast, Smooth, Flow
Fast smooth flow means our system is both creating value quickly, which is minimizing risk and avoiding (opportunity) cost of delay, and is also doing so in a predictable fashion.
Winning is a habit.
so is losing
Vince Lombardi
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. With an explicit understanding it is possible to move to a more rational, empirical, objective discussion of issues.

Great theories to pull from (NOT THE END)
Theory of Constraints (the study of bottlenecks)
Theory of Profound Knowledge (Study of variation and how it affects processes)
Lean Economic Model (based on the concepts of "waste" (or Muda, Muri and Mura))
Real Options Theory

Kanban "Kata"

5 Grounding Questions applied to varying circumstances and help us think about what to do.

1. What is theTarget Condition?

2. What is our Current Condition
What did you plan as your last step?
What did you expect?
What Actually Happened?
What did you learn?

3. What's holding us back from achieving the target condition
Which one* are you addressing now?

4. What is the next step?

5. How quickly can we go and see what we have learned from taking that step.

Use only that which
works, and take it from
any place you can find it.
All genuine knowledge originates from direct experience.
Experiments mean taking the hit, and learning from it
Anyone who has never made a mistake, has never tried anything new.
Leadership Required!
Group Development
Mission & Vision
Trusting Environment
Breathing Room
Context - Why Kaizen and Kanban
What is Kaizen?
The Principles of Kaizen
visualize workflow
limit WIP
manage flow
make policies explicit
Improve collaboratively, Evolve incrementally

Full transcript