Uploaded byChris McDermott
Introduction to Kanban
The document discusses Kanban, including principles of starting with the current process and pursuing incremental changes. It provides examples of Kanban implementations at Microsoft and Corbis. Kanban concepts explained include workflows, work in progress limits, and pull signals. Exit and pull criteria for work items are also outlined.
Introduction to Kanban
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- 2. @chrisvmcd Kanban Chris McDermott @chrisvmcd Coach/Developer/ConferenceOrganiser www.leanagilescotland.com @LeanAgileScot
- 3. @chrisvmcd Kanban draw acar (take a minute)
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- 8. @chrisvmcd Kanban Microsoft XIT Worstto Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
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- 11. @chrisvmcd Kanban start withwhere you are now • map of glasgow... start with where you are now
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- 15. @chrisvmcd Kanban principles start withwhat 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
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- 19. @chrisvmcd Kanban ~~~~~~ ~~~~~~ Analysis ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~
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- 30. @chrisvmcd Kanban Back store(Buffer)Shelf (WIP)
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- 36. @chrisvmcd Kanban Back store(Buffer)Shelf (WIP)
- 37. @chrisvmcd Kanban Back store(Buffer) } Buffer Shelf (WIP)
- 38. @chrisvmcd Kanban Back store(Buffer) } Buffer Shelf (WIP)
- 39. @chrisvmcd Kanban Back store(Buffer) } Buffer Shelf (WIP)
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- 41. @chrisvmcd Kanban ~~~~~~ Analysis ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ X X X X ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~
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- 48. @chrisvmcd Kanban ~~~~~~ Analysis ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ X X X X ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ Exit
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Editor's Notes
- #2 Outline:\n - Kanban systems\n - Kanban Method\n
- #3 Karl Scotland\n
- #4 - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
- #5 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
- #6 Background\nReason for Kanban\n
- #7 \n
- #8 does not prescribe a specific set of roles or process. \n\n\n\n
- #9 \n
- #10 \n
- #11 Card content\nStand Ups\n\n
- #12 Card content\nStand Ups\n\n
- #13 Card content\nStand Ups\n\n
- #14 Card content\nStand Ups\n\n
- #15 Card content\nStand Ups\n\n
- #16 Card content\nStand Ups\n\n
- #17 Card content\nStand Ups\n\n
- #18 Card content\nStand Ups\n\n
- #19 Card content\nStand Ups\n\n
- #20 Card content\nStand Ups\n\n
- #21 Card content\nStand Ups\n\n
- #22 Card content\nStand Ups\n\n
- #23 Card content\nStand Ups\n\n
- #24 Card content\nStand Ups\n\n
- #25 Card content\nStand Ups\n\n
- #26 Card content\nStand Ups\n\n
- #27 Card content\nStand Ups\n\n
- #28 Card content\nStand Ups\n\n
- #29 Card content\nStand Ups\n\n
- #30 Card content\nStand Ups\n\n
- #31 Card content\nStand Ups\n\n
- #32 Card content\nStand Ups\n\n
- #33 Card content\nStand Ups\n\n
- #34 Card content\nStand Ups\n\n
- #35 Card content\nStand Ups\n\n
- #36 Card content\nStand Ups\n\n
- #37 Card content\nStand Ups\n\n
- #38 Card content\nStand Ups\n\n
- #39 Card content\nStand Ups\n\n
- #40 Card content\nStand Ups\n\n
- #41 Card content\nStand Ups\n\n
- #42 Card content\nStand Ups\n\n
- #43 Card content\nStand Ups\n\n
- #44 Card content\nStand Ups\n\n
- #45 Card content\nStand Ups\n\n
- #46 Card content\nStand Ups\n\n
- #47 Card content\nStand Ups\n\n
- #48 Card content\nStand Ups\n\n
- #49 Card content\nStand Ups\n\n
- #50 Card content\nStand Ups\n\n
- #51 Card content\nStand Ups\n\n
- #52 Card content\nStand Ups\n\n
- #53 Card content\nStand Ups\n\n
- #54 Card content\nStand Ups\n\n
- #55 Card content\nStand Ups\n\n
- #56 \n
- #57 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #58 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #59 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #60 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #61 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #62 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #63 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #64 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #65 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #66 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #67 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #68 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #69 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #70 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #71 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #72 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #73 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #74 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #75 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #76 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #77 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #78 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- #79 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #80 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #81 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #82 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #83 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #84 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #85 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #86 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #87 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #88 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #89 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #90 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #91 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #92 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #93 Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- #94 \n
- #95 flow should be monitored, measured and reported\nchange can be evaluated\n
- #96 SPC - Variation in lead time\nCFD - Check that the Kanban System is working correctly\n
- #97 \n
- #98 - 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
- #99 \n
- #100 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
- #101 \n
- #102 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
- #103 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
- #104 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
- #105 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
- #106 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
- #107 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
- #108 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
- #109 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
- #110 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
- #111 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
- #112 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
- #113 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
- #114 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
- #115 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
- #116 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
- #117 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
- #118 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
- #119 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
- #120 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
- #121 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
- #122 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
- #123 \n
- #124 \n
- #125 \n