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Kanban
@chrisvmcd Kanban
Chris McDermott
@chrisvmcd
Coach/Developer/Conference Organiser
www.leanagilescotland.com
@LeanAgileScot
@chrisvmcd Kanban
draw a car
(take a minute)
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
Microsoft XIT
Worst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_i...
@chrisvmcd Kanban
Corbis IT Way
@chrisvmcd Kanban
principles
@chrisvmcd Kanban
start with where you are now
• map of glasgow... start with where you are now
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
principles
start with what you do now
agree to purse incremental and evolutionary change
initially, resp...
@chrisvmcd Kanban
practices
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
~~~~~~
~~~~~~
Analysis
~~~~~~~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~~~~~~~
~~~~~~...
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
Shelf (WIP)
@chrisvmcd Kanban
Shelf (WIP)
@chrisvmcd Kanban
Shelf (WIP)
@chrisvmcd Kanban
Shelf (WIP)
@chrisvmcd Kanban
Shelf (WIP)
@chrisvmcd Kanban
Shelf (WIP)
@chrisvmcd Kanban
Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)
} Buffer
Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)
} Buffer
Shelf (WIP)
@chrisvmcd Kanban
Back store (Buffer)
} Buffer
Shelf (WIP)
@chrisvmcd Kanban
@chrisvmcd Kanban
~~~~~~
Analysis
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
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~~~~~~~~~~~~
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Ready 4
Test...
@chrisvmcd Kanban
@chrisvmcd Kanban
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~
~~~~~~~~~~
~~~~~
~~~~~
~~~~~
~~~~~
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~~~~~~~~~~~~~~~~~~~~
~~~~...
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
@chrisvmcd Kanban
~~~~~~
Analysis
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~
~~~~~~~~~~~~
~~~~~~
~~~~~~
Ready 4
Test...
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
Introduction to Kanban
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Introduction to Kanban

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Introduction to the Kanban method. A look at the values, principles and practices.

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  • Outline:\n - Kanban systems\n - Kanban Method\n
  • Karl Scotland\n
  • - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
  • set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
  • Background\nReason for Kanban\n
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  • does not prescribe a specific set of roles or process. \n\n\n\n
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  • Card content\nStand Ups\n\n
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  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
  • Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
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  • flow should be monitored, measured and reported\nchange can be evaluated\n
  • SPC - Variation in lead time\nCFD - Check that the Kanban System is working correctly\n
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  • - hard to discuss improvement if the system is not understood\n - with explicit policies discussions are emotional and anecdotal \n - facilitate consensus around improvement suggestions\n - can lead to a self organising team\n
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  • Identify the constraint\nDecide how to exploit the constraint\nSubordinate all other processes to above decision\nElevate the constraint\nIf, as a result of these steps, the constraint has moved, return to Step 1. Don't let inertia become the constraint\n\n
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  • 3 - Wastes\nMary Pop’s 7\nMuda\n Transport waste\n Inventory waste\n Motion waste\n Waiting waste\n Over producing waste\n Over processing waste\n Defects waste\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
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  • Transcript of "Introduction to Kanban"

    1. 1. Kanban
    2. 2. @chrisvmcd Kanban Chris McDermott @chrisvmcd Coach/Developer/Conference Organiser www.leanagilescotland.com @LeanAgileScot
    3. 3. @chrisvmcd Kanban draw a car (take a minute)
    4. 4. @chrisvmcd Kanban
    5. 5. @chrisvmcd Kanban
    6. 6. @chrisvmcd Kanban
    7. 7. @chrisvmcd Kanban
    8. 8. @chrisvmcd Kanban Microsoft XIT Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
    9. 9. @chrisvmcd Kanban Corbis IT Way
    10. 10. @chrisvmcd Kanban principles
    11. 11. @chrisvmcd Kanban start with where you are now • map of glasgow... start with where you are now
    12. 12. @chrisvmcd Kanban
    13. 13. @chrisvmcd Kanban
    14. 14. @chrisvmcd Kanban
    15. 15. @chrisvmcd Kanban principles start with what you do now agree to purse incremental and evolutionary change initially, respect current roles, responsibilities & job titles encourage acts of leadership at all levels values understanding, agreement, respect and leadership
    16. 16. @chrisvmcd Kanban practices
    17. 17. @chrisvmcd Kanban
    18. 18. @chrisvmcd Kanban
    19. 19. @chrisvmcd Kanban ~~~~~~ ~~~~~~ Analysis ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready 4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~
    20. 20. @chrisvmcd Kanban
    21. 21. @chrisvmcd Kanban
    22. 22. @chrisvmcd Kanban
    23. 23. @chrisvmcd Kanban Shelf (WIP)
    24. 24. @chrisvmcd Kanban Shelf (WIP)
    25. 25. @chrisvmcd Kanban Shelf (WIP)
    26. 26. @chrisvmcd Kanban Shelf (WIP)
    27. 27. @chrisvmcd Kanban Shelf (WIP)
    28. 28. @chrisvmcd Kanban Shelf (WIP)
    29. 29. @chrisvmcd Kanban Shelf (WIP)
    30. 30. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
    31. 31. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
    32. 32. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
    33. 33. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
    34. 34. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
    35. 35. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
    36. 36. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
    37. 37. @chrisvmcd Kanban Back store (Buffer) } Buffer Shelf (WIP)
    38. 38. @chrisvmcd Kanban Back store (Buffer) } Buffer Shelf (WIP)
    39. 39. @chrisvmcd Kanban Back store (Buffer) } Buffer Shelf (WIP)
    40. 40. @chrisvmcd Kanban
    41. 41. @chrisvmcd Kanban ~~~~~~ Analysis ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready 4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ X X X X ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~
    42. 42. @chrisvmcd Kanban
    43. 43. @chrisvmcd Kanban ~~~~~ ~~~~~ ~~~~~ ~ ~~~~~~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~~~~~~~~~~~~~~~~ ~~~~~ ~~~~~ ~~~~~~~~~~ ~~~~~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
    44. 44. @chrisvmcd Kanban
    45. 45. @chrisvmcd Kanban
    46. 46. @chrisvmcd Kanban
    47. 47. @chrisvmcd Kanban
    48. 48. @chrisvmcd Kanban ~~~~~~ Analysis ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready 4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ X X X X ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ Exit

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