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Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
Why You Should Care about Kanban
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Why You Should Care about Kanban

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How Kanban can help your team and your business and why YOU should be looking at it. If you like the presentation, you can learn more at www.swiftkanban.com

How Kanban can help your team and your business and why YOU should be looking at it. If you like the presentation, you can learn more at www.swiftkanban.com

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  • 1. WHY YOU SHOULD CARE ABOUT KANBAN JP Patil Director, Strategic Initiatives - Digite, Inc.
  • 2. Some Questions to Ask Yourself  Is your team constantly improving? Do you wish it would?  Is it hard to agree on what to change? Is it even harder to implement change?  Do you find your team is constantly task switching? Is your team getting burned out?  Are you playing the guessing game and missing deadlines?  Are you delivering the value you know you are capable of?
  • 3. What Can Help? KANBAN!
  • 4. History  Kanban was created by Taiichi Ohno for Toyota  Kanban is a driver of Just In Time and Lean in the Toyota Production System  Kanban has been widely used in manufacturing for more than 50 years  Applying Kanban to Knowledge Work? The Kanban Method  Combines aspects of the Theory of Constraints and Lean and other production techniques with Kanban Taiichi Ohno W. Edward Deming Eli Goldratt David J. Anderson
  • 5. What is Kanban? Kanban – Japanese term for “signboard” or “Billboard” that indicates “available capacity (to work)” or a visual cue to begin work. Kanban System - A visual system for managing work moving through a process – the “value stream”
  • 6. Thirsty? Hungry?
  • 7. So Why Should you Care?  Kanban will Help you Get Lean!  Visualize and Map your Value Stream  Continuous Flow  Incremental Change, Continuous Improvement  Be Data Driven
  • 8. Visualize
  • 9. So Why Is Everything Text Based?
  • 10. A Kanban Board – What’s Going On in my Value Stream? What is in Development or Testing? What is blocked? Who is overloaded? Are we heading for problems? Who can help? What is ready to ship? Testing is a bottleneck. Going to have issues. TFS Integration is held up. WIP violation Critical defect still being tested Ready to be released!
  • 11. The Importance of Continuous Flow  Prevent the Bullwhip Effect  Variations in flow have a greater impact in downstream activities
  • 12. Multitasking is Bad “It’s unequivocally the case that workers who are doing multiple things at one time are doing them poorly,” said Clifford Nass, director of the Communication Between Humans and Interactive Media Lab at Stanford University. “The human brain just really isn’t built to switch rapidly from one task to another. Workers who constantly multitask are hurting their ability to get work done, even when they are not multitasking. People become much more distracted, can’t manage their memory very well.” Companies that demand multitasking may be damaging productivity. “It would be a total tragedy if when we have so much potential to make the work force more intelligent, we are actually making the work force dumber,” Nass said. “Companies that are demanding that workers multitask might not only be hurting their productivity, but may be making the workforce worse thinkers.” *Ruth Mantell, Wall Street Journal Market Watch, July 12, 2011, “Multitasking: More work, less productivity”
  • 13. Stop Starting and Start Finishing  Pull  Work can be started when there is capacity  Team members “buy in” when pulling a task  Unplanned tasks do not disrupt the system  Limit WIP  Balance demand with throughput  Establish Cadence – Continuous Even Flow  Reduce task switching and multitasking  One Piece Flow/ Minimum Marketable Features  Transfer of one piece of work at a time rather than batches  Reduce partially done work and overload  Deliver more often with higher value
  • 14. Revolutions are Bloody  Kanban is Not  Prescriptive  Revolutionary  Top Down Change  Kanban is  Evolutionary  Transparency  Team Based Change  Scientific Experimentation
  • 15. If You Can’t Measure It, You Can’t Fix It  Measure Quality and System Performance  Implement Feedback Loops  Focus on the Right Metrics  Cycle Time and Lead Time  Cumulative Flow Diagram  Control Charts  Electronic Kanban Tools Capture Data Automatically
  • 16. Why Guesstimate, Predict!  Historical data available  Statistics applied to Cycle Time  Use Class of Service for greater granularity  Don’t guess, you can predict within defined standard deviations of when a task will be completed
  • 17. What is Lean?  Preserve and deliver value  Eliminate waste  Any resources not being used to drive value are being wasted  Continuously reflect and improve
  • 18.  The 5 Pillars of Lean 1) Map the Value Stream 2) Pull 3) Continuous Flow 4) Continuous Improvement 5) Deliver Value How Do you Become Lean?
  • 19. Kanban to Lean Kanban Applied The 5 Pillars of Lean Value Stream Mapping ✔ Pull ✔ Continuous Flow ✔ Continuous Improvement ✔ Deliver Value ✔
  • 20. Am I Lean Now?
  • 21. We Improved 300% Hear our story Thursday at 1:45pm – Visual Requirements Management with Kanban
  • 22. Kanban Knows No Boundaries  Internally We Also Use Kanban for • HR • Finance • Sales • Marketing  People use Swift-Kanban for  All of the above plus  Legal Transaction Management  Book Publishing  Video Game Development  Personal Kanban  And more
  • 23. Kanban for Kids https://micknelson.wordpress.com/2012/10/03/kanban-for-kids/
  • 24. Tackle Those Questions with Kanban  Constantly Improve  Incremental Change  Less Task Switching, Smooth Out Flow  Deliver on Time for Higher Value  Be Lean
  • 25. Want to Learn More? © Digite, Inc. 25  Contact Information  jpatil@digite.com  @jpatil  Learn more at  www.swift-kanban.com  www.digite.com  Connect with us  Twitter - @swiftkanban/ @digite  Facebook – www.facebook.com/digite  Our Blog, http://swift- kanban.com/blog.html  The Yahoo Group kanbandev  David J. Anderson’s Book, Successful Evolutionary Change for Your Technology Business  Al Shalloway’s Blog, http://www.netobjectives.c om/blog  Jim Benson’s Blog, http://www.personalkanba n.com/pk/blog About us About Kanban

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