Kanban Essentials Michael Sahota & John Goodsen
Core  Properties of Kanban <ul><li>Visualize Workflow </li></ul><ul><li>Limit Work-in-Progress (already covered) </li></ul...
VISUALIZE WORKFLOW
EXERCISE <ul><li>How do you visualize your work flow today? </li></ul>
Start with your value stream map
Visualize Work
Visualize Work Across Specializations
Establish WIP Limits
Visualize Work Queues
Kanban Works for Any Project
MEASURE AND OPTIMIZE FLOW
Table Talk <ul><li>What kind of measurements and metrics do you use today? </li></ul>
Collect key metrics on card
Lead time at Disney World
Tell ‘em how long it will take Copywrite
Cycle Time – Remember Little’s Law?
Control Charts measure Cycle Time Avg. Cycle Time Normal Variation Let’s investigate!
Visualize metrics with Continuous Flow Diagram (CFD) WIP Cycle Time Problem
Real project: lot’s of WIP at start… Yikes!
…  improvement later on WIP reducing
Make Policies Explicit
Classes of Service - Standard
Class of Service - Fixed Date
Class of Service - Intangible
Class of Service - Defects
Making Policies Explicit
Expedite if you must…
EXERCISE <ul><li>What Policies do you have now? </li></ul><ul><li>How do you communicate them with your team? </li></ul><u...
Upcoming SlideShare
Loading in...5
×

Kanban 101 - 3 - Kanban Essentials

12,111

Published on

Kanban 101 workshop by John Goodsen and Michael Sahota.

This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.

Slides are available on request. Please email me.

Published in: Technology, Business
0 Comments
38 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
12,111
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
38
Embeds 0
No embeds

No notes for slide
  • A team that is truly following Kanban will exhibit these 5 core properties. An example of Model’s are concepts like Theory of Constraints, Systems Thinking, Understanding Variability as taught by Deming or the concept of “muda” from TPS TODO : These are already old - Incorporate David Anderson’s recent post resetting the conversation on the kanbandev list and re-stating the current set of properties as they’ve changed over the last couple years: Reference Material: - Kanban, pp 16-17 -
  • Many Agile teams use some type of workflow visualizations using Stickies on whiteboards, cards on bulleting boards, etc. This in itself is not Kanban - it is merely a Visual Control System. Kanban requires that the team exhibit the core properties. At this point, we only talk about cards as user stories … it will evolve into a discussion of Classes of Services later.
  • Many Agile teams use some type of workflow visualizations using Stickies on whiteboards, cards on bulleting boards, etc. This in itself is not Kanban - it is merely a Visual Control System. Kanban requires that the team exhibit the core properties. At this point, we only talk about cards as user stories … it will evolve into a discussion of Classes of Services later.
  • References: Kanban, pp 70-71
  • For purposes of this workshop, we will cover enough Classes of Service to play the game, but not get sidetracked into the differing work items within a class of service (for example - grain of sand, story, feature, epic) The four most typical classes of services are addressed slide by slide immediately following this intro slide: - Expedite - Fixed Delivery Date - Standard Class - Intangible Class References: Kanban pp124-128
  • Use the example of the customer who decides to spend some money in the last quarter of the fiscal year. They’ve been delaying the purchasing decision, but now are ready to spend the money just as time runs out. If we cannot deliver in time, we lose the sales opportunity completely. The order is placed, but payment is contingent on delivering in the fixed timeframe. It must be fulfilled, delivered and invoiced before the time expires. Expedite gives us the ability to say “Yes!” in these difficult situations, but comes at a big cost to the rest of the organization: - Expediting increases work in process and increases lead times for other non-expedited orders. - Kanban enables us to make expedition a consciouse decision. References:
  • Kanban 101 - 3 - Kanban Essentials

    1. 1. Kanban Essentials Michael Sahota & John Goodsen
    2. 2. Core Properties of Kanban <ul><li>Visualize Workflow </li></ul><ul><li>Limit Work-in-Progress (already covered) </li></ul><ul><li>Measure and Optimize Flow </li></ul><ul><li>Make Policies Explicit </li></ul>
    3. 3. VISUALIZE WORKFLOW
    4. 4. EXERCISE <ul><li>How do you visualize your work flow today? </li></ul>
    5. 5. Start with your value stream map
    6. 6. Visualize Work
    7. 7. Visualize Work Across Specializations
    8. 8. Establish WIP Limits
    9. 9. Visualize Work Queues
    10. 10. Kanban Works for Any Project
    11. 11. MEASURE AND OPTIMIZE FLOW
    12. 12. Table Talk <ul><li>What kind of measurements and metrics do you use today? </li></ul>
    13. 13. Collect key metrics on card
    14. 14. Lead time at Disney World
    15. 15. Tell ‘em how long it will take Copywrite
    16. 16. Cycle Time – Remember Little’s Law?
    17. 17. Control Charts measure Cycle Time Avg. Cycle Time Normal Variation Let’s investigate!
    18. 18. Visualize metrics with Continuous Flow Diagram (CFD) WIP Cycle Time Problem
    19. 19. Real project: lot’s of WIP at start… Yikes!
    20. 20. … improvement later on WIP reducing
    21. 21. Make Policies Explicit
    22. 22. Classes of Service - Standard
    23. 23. Class of Service - Fixed Date
    24. 24. Class of Service - Intangible
    25. 25. Class of Service - Defects
    26. 26. Making Policies Explicit
    27. 27. Expedite if you must…
    28. 28. EXERCISE <ul><li>What Policies do you have now? </li></ul><ul><li>How do you communicate them with your team? </li></ul><ul><li>What new Policies do you want to consider when you get back to work on Monday? </li></ul>

    ×