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Introduction to Kanban (June 2015)


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Presentation covering the basics of The Kanban Method.

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Introduction to Kanban (June 2015)

  1. 1. An introduction to Kanban
  2. 2. Doing too much Don’t know where we are Can’t see our position Can’t predict our output Not all playing by the same rules Revolutionary change Not improving
  3. 3. David Lowe
 Agile & lean coach
 Scrum & Kanban Ltd @bigpinots
  4. 4. #GA_Kanban
  5. 5. Before we start The Kanban Method is … a set of ideas (not prescribed processes) for knowledge work (not manufacturing) from lean (not agile)
  6. 6. No “Big Bang” changes
  7. 7. No “Big Bang” changes Foundational principles: 1. Start with what you do now 2. Respect the current process, roles, responsibilities & titles 3. Agree to pursue evolutionary change
  8. 8. 6 core properties
  9. 9. 6 core properties
  10. 10. 1) Visualise your work
  11. 11. Map current processes; not roles Identify dominant activities that discover new knowledge Visualise your work
  12. 12. Visualise your work Helps you understand how work flows through your system Helps spot areas needing change
  13. 13. Visualise your work Common to translate processes to a board Consider how best to visualise your workflow different types of work different priorities different customers blocked items of work who is working on what
  14. 14. 2) Limit work-in- progress
  15. 15. Limit WIP East Gardens, Imperial Palace, Tokyo
  16. 16. Limit WIP East Gardens, Imperial Palace, Tokyo
  17. 17. Limit WIP ? East Gardens, Imperial Palace, Tokyo
  18. 18. Limit WIP Using a pull system? Agree capacity of the system Use tokens (e.g. cards) to denote capacity Attach a token to each piece of work When run out of tokens, stop taking on new work Only take on new work when a token is available (one in, one out) System can’t become overloaded
  19. 19. Limit WIP Many believe that working on multiple items at the same time increases efficiency But allowing too much work in progress at the same time can have negative effects … … as can having too little Aim is to get WIP limits to the “sweet spot” where you have the optimal flow
  20. 20. Limit WIP Fast food drive-thru video to explain: WIP limits Cycle Time/Lead Time Delivery Rate “WIP: why limiting work in progress makes sense” on YouTube
  21. 21. Limit WIP Limiting WIP helps because it: encourages swarming encourages small work items encourages flow of work encourages finishing work items “Focus on finishing things, not working on things”
  22. 22. Limit WIP Start with what you have now … Can you: Limit WIP per column on the board? Limit WIP per section of the board? Limit WIP across the whole board? Limit WIP across the whole organisation?
  23. 23. 3) Manage flow
  24. 24. Manage flow Measuring the flow of work through your system helps you identify problems Every process has at least one bottleneck Your system can only work as fast as your slowest point So make changes to your process in an attempt to improve flow
  25. 25. Scrum has a burn down chart Kanban has a variety of reports: Cumulative Flow Diagram Scatterplot Histogram Manage flow
  26. 26. Manage flow - CFD
  27. 27. Manage flow - CFD The CFD shows us: Flow of items through process Current level of WIP Lead/Cycle Time Bottleneck warnings
  28. 28. Kanban has a variety of reports: Cumulative Flow Diagram Scatterplot Histogram Manage flow
  29. 29. Manage flow - Scatterplot
  30. 30. Manage flow - Scatterplot The Scatterplot shows us: Cycle Time variability Outliers Standard percentile lines (e.g. 85%) “Investigate performance to attack sources of variability”
  31. 31. Kanban has a variety of reports: Cumulative Flow Diagram Scatterplot Histogram Manage flow
  32. 32. Manage flow - Histogram
  33. 33. Manage flow - Histogram The Histogram shows us: Frequency of each Lead/Cycle Time A guide for the time that future stories will take Gives us much greater understanding than a burn down chart!
  34. 34. 4) Make policies explicit
  35. 35. Make policies explicit It’s difficult to improve a situation if you don’t know the rules (responses will be emotional and subjective) Acknowledge any policies in your process by stating them explicitly
  36. 36. Make policies explicit Entry criteria Definition of ‘Done’ Classes of Service Standard Expedite Fixed Intangible
  37. 37. 5) Feedback loops
  38. 38. Showcases Feedback loops Operations Reviews Review data and experiences regularly. Encourage feedback from inside and outside the team: RetrospectivesStand-ups Customer feedback Stakeholders
  39. 39. 6)Evolutionary improvements
  40. 40. Improve collaboratively, evolve experimentally Use scientific method Continuous evolutionary improvements (“Kaizen”), rather than revolutionary change All the other Kanban ideas lead to this and should provide data to help improve Start where you are now. Seek to “attack the sources of variability” in your processes
  41. 41. Different work types Sources of variability Different sizes of work Having to rework items Different classes of service Accepting unknown work Environmental / platform problems
  42. 42. Although it’s from lean, it shouldn’t break the Agile Manifesto Set of ideas; not prescribed process Evolutionary change, not revolution Knowledge work; not manufacturing Pull system; not push system
  43. 43. David J. Anderson “Kanban” Mike Burrows “Kanban from the inside” That’s the basics … want more?
  44. 44. That’s the basics … want more?
  45. 45. General Assembly and I would love to hear your honest feedback: you will receive an email requesting feedback on today’s session shortly. We encourage you to complete this as it will allow us to improve the quality and value we provide. Thank you.