Kanban is a scheduling system used in lean manufacturing to improve workflow efficiency. It involves visualizing workflow, limiting work-in-progress, measuring and managing flow, making policies explicit, and implementing feedback loops to iteratively improve processes. The key aspects of Kanban include using boards to visualize workflow and WIP limits, evolving processes experimentally through small changes, and respecting existing roles and responsibilities when first implementing Kanban.

1. Kanban
for ODDS

2. Agenda

3. Kanban Book

4. Agenda

5. Sustainable Pace
Agile processes promote sustainable
development. The sponsors,
developers, and users should be able
to maintain a constant pace
indefinitely.

6. Team Chaos &
Business Transformation

7. • Every process has a single constraint and that total process
throughput can only be improved when the constraint is
improved.
• Constraints are anything that prevents the organization from making
progress towards its goal.
• Constraints are often referred to as bottlenecks. Interestingly,
constraints can take many forms other than equipment.
• There are differing opinions on how to best categorize constraints; a
common approach is shown in the following table…
• Physical
• Policy
• Paradigm
• Market, etc.
Constraint

8. Theory of Constraints
• …is a methodology for identifying the most important limiting factor
(i.e. constraint) that stands in the way of achieving a goal and then
systematically improving that constraint until it is no longer the
limiting factor.
• The Theory of Constraints provides a powerful set of tools for
helping to achieve that goal, both in the short term and in the long
term, including:
• The Five Focusing Steps
• The Thinking Processes
• Throughput Accounting
for more details, read here :-
https://www.leanproduction.com/theory-of-
constraints.html#integrating-with-lean

9. The Five Focusing Steps
Identify the
Constraint
Exploit the
Constraint
Subordinate &
Synchronize to
the Constraint
Repeat the
Process
Evaluate the
Performance of
the Constraint

10. Drum-Buffer-Rope

11. Kan-ban
Kanban (看板) (signboard or billboard in Japanese) is a scheduling system for lean
manufacturing and just-in-time manufacturing (JIT). Taiichi Ohno, an industrial
engineer at Toyota, developed kanban to improve manufacturing efficiency.
Reference: https://en.wikipedia.org/wiki/Kanban

13. Resistance to Change
• Working practices and behaviour did not have a perceived benefit,
people would resist them.
• If the change did not effect what the team members perceived as
their constraint or limiting factor, then they would resist.
Asking people to change their behavior creates fear
and lowers self-esteem, as it communicates that
existing skills are clearly no longer valued.

14. Kanban Principles
1. Start with what you do now.
2. Agree to pursue evolutionary change.
3. Initially, respect existing roles, responsibilities and job titles.
4. Encourage acts of leadership at all level.
Kanban is not a software development lifecycle methodology
or an approach to project management.
It requires that some process is already in place so that
Kanban can be applied to incrementally change the
underlying process.

15. Kanban Practices
1. Visualize workflow.
2. Limit work-In-progress.
3. Measure and manage flow.
4. Make process policies
explicitly.
5. Implement feedback loop.
6. Improve collaboratively,
evolve experimentally
using models & the
scientific methods.
Visualize Work &
Workflow
Limit
Work-In-Progress
Establish
Feedback Loops
Operate & Improve
Evolutionary Change

16. So, What’s Kanban is All About?
• We use Kanban course as a fast way the understand
work to be done.
• We use Kanban Board to simply communicate that
everyone intuitively understand.
• Kanban help un-hided work and optimize flow. That
is the core what Kanban is.

17. Workshop:
Theory of Constraint in Action
20 minutes

18. Agenda

19. Visualization

20. Visualization:
Workflow, Activity, Board
Committed A B C Done
Workflow is a backbone in Kanban. Move works along the work flow

21. Visualization:
Mapping the Value Stream
Committed A B C
- May not a task.
- It may be a feature like :-
“Customer Order”.
Done
The Value Stream Mapping
(visualization flow) should be agreed
upon by consensus with up-stream and
down-stream stakeholders and senior
management.

22. Optimize Flow
Committed A B C Done
Options

23. Visualization: Special Tag
Committed A B C Done
Done
Blocker

24. Buffer
Committed A B C Done
IN PROG. DONE IN PROG. DONE
BUFFER BUFFER

25. More Tags
Committed A B C Done
IN PROG. DONE IN PROG. DONE

26. WIP Limit

27. Delay
• Delay is the root cause that make stakeholders and makers not
trust to each other.
• Delay prevent you from the work you love, the people you love to
work with, and the sense of accomplishment.
• The top 4 sources of delay are…
• Approval process.
• Un-planned works.
• Conflict priority.
• Unavailable people or resources.
• Smooth and fluently flow is your goal, Kanban is a plan.
• Outsmart the instincts that create delay by achieving flow.

28. The illusion of Multi-tasking
A
B
C
A B C
A1 C1B1 A2 C2B2 A3 C3B3
3 6 9
Time
(weeks)
Time
(weeks)
WIP = 1
WIP = 3
3 6 9
Projects
Done
Switching/Slicing on
multiple item that
doesn’t make task
faster.
Project A actually done
in week #7
Switching context also
work slower

29. Little’s Law
∅ cycle time =
∅ wip
∅ throughout
https://en.wikipedia.org/wiki/Little%27s_law∅ = mean

30. Inactive Works
Queue A B C Done
How long does it take
to finish this task?
• Overwhelm tasks.
• Wasted inventory.
• Lack of visibility.
• Anti-transparency.
Starting work
spend money,
only finished
work make
money!!!
Stop Starting,
Start Finishing

31. Unlimited
Push System
Limited
Pull System
VS.
Lead
Time
#of Work
Unstable
System
Lead
Time
#of Work
Stable
System
exponential delay.

32. Clear Inactive Works
Committed A B C DonePrioritization
IN PROG. Done IN PROG. Done

33. WIP Limit
Committed A B C DonePrioritization
IN PROG. Done IN PROG. Done
(2) (2) (2)

34. WIP Limit in Action
Committed A B C DonePrioritization
IN PROG. Done IN PROG. Done
(2) (2) (2)

35. Definition of Done
Committed A B C DonePrioritization
IN PROG. Done IN PROG. Done
(2) (2) (2)
Board column criteria or DoD.
Card cannot be moved to the
done column if those criteria
not ready.
It can be sub-activities.
Ex:-
- unit tested,
- integration tested
- design document updated
Define the DONE and definition of ready for the column

36. Finding WIP Number
• There is no magic formula for your choice. It is important to remember the
the number can be adjusted empirically.
• You can “select a number and then observe” whether it is working well. If
not, adjust it up or down. Excessive time should not be wasted trying to
determine the perfect WIP limit.
• WIP limits for work tasks should be set as an average number of items per
person, developer pair, or small collaborative team. Typically, the limit
should in range of 1-3 items per person, pair, or team.
• Bottleneck should be buffered.
• Buffer sizes and WIP should be as small as possible, but large enough to
absorb random variation in size & task duration.
• Magic number, let’s start with 1.5.

37. Board Patterns
Features
Analysis Develop Acceptant
Test
Done
DOING DONE DOING DONE
Issues
Analysis
DOING DONE
Fixing Review
DOING DONE
Others Waiting Doing
Managing multiple work item types

38. Board Patterns
Work with frequent interruptions
Next DoneA B C
DOING DONE DOING DONE
InFocusWaiting
Short
Term
Long
Term

39. Board Patterns
Work of others
Ready 2 Go Doing
Prepare 2
Release
Deploy
(infra.)
Prod.
our works others

40. Board Patterns
Waiting
Review A B C Done
Doing Done Doing Done
Waiting

41. Board Patterns
Slicing & Gluing
Discuss Todo Develop Test
Deploy
2 UAT
DoneDoing
UAT Prod.In Progress
= Epic = Feature
elephants slicing gluing

42. Board Patterns
Rework (1/3)
Ready to Dev Analyze Develop Test
Ready 2
Deploy
Doing Done Doing Done Verify
Inform
Dev.
Defects
The works should never flow back.

43. Board Patterns
Rework (2/3)
Ready to Dev Analyze Develop Test
Ready 2
Deploy
Doing Done Doing Done Verify
Inform
Dev.
Fix + Test
Doing Done

44. Board Patterns
Rework (3/3)
Ready to Dev Analyze Develop Test
Ready 2
Deploy
Doing Done Doing Done Verify
Inform
Dev.
Analyze Fix
Solve
Root Cause
Doing Done Doing Done Doing Done
Features ->
Rework ->

45. WIP Limit Patterns
Column Limits
Committed A B C Done
IN PROG. DONE IN PROG. DONE
(4) (3) (3) (2)

46. WIP Limit Patterns
Swimlane Limits
Features
Analysis Develop Acceptant
Test
Done
DOING DONE DOING DONE
Issues
Analysis
DOING DONE
Fixing Review
DOING DONE
Others Waiting Doing
(8)
(3)
(1)

47. WIP Limit Patterns
Total Limits
Committed A B C Done
IN PROG. DONE IN PROG. DONE

48. Optimizing the System
TODO A
DON
E
When resources are free.
Just goto help the bottleneck.
Or may be our process blocked people
to help each other
B C
Move work along the work flow
Mostly, the
bottleneck is not
about people. It
may be because
the system itself.
Do not optimize people,
Optimize the System!

49. WIP are Awesome
• Reduce switching overhead.
• Reduce cycle time & time to market.
• Reduce cost of delay.
• Reduce delivery risk.
• Increase predictability.
• Increase system stability.

50. The WIP-Limit
should be agreed upon
by consensus with
up-stream & down-stream
stakeholders
and senior management.
Reminder…

51. Workshop: Kanban Board

52. Workshop: Kanban Board
Steps
1. Pick up the system.
2. Define the work activities.
3. Create the board
4. Add Definition of Done for each Column.
5. Define WIP Limit for each Column.
Discussion
6. Where is (potential) constraint?
7. Are there any ideas that we can deal with constraints?
30 minutes

53. Prioritization

54. Fact from Experiment
TODO DOING
DON
E
No matter how much
we start the work,…
The number of
finished work
also the same.
So, there is no point to “push"
the works into the system.

55. References: https://www.eisenhower.me/eisenhower-matrix/
We should spend most of
our quality time to do the
tasks in this area.
If we keep skip its. It will
become important and
urgent.
Prioritization
The tasks in this area mostly
are happens because we do
the important and not urgent
task poorly or keep skip its.
When its occur, do it ASAP.
Most of not important task
but we keep doing it first
because it tied with time and
we feels that if we not catch
it up right now, we will miss it
forever. Mostly it not true.
Many people keep doing the
work in this area and leads
to improper prioritization.
Don’t spend quality time on
this area. Define time-box
can help you to reduce its.

56. Don't prioritize what need to start.
Prioritize what need to be finish.

57. Agenda

58. Flight Levels
https://www.leanability.com

59. Level 1: Operational
Team 1
Team 2
. . .
Team N

60. Level 2: End-To-End Operation
Team 1 Team 2
. . .
Team N
Level1: Operational
Level2: End-To-End Coordination

61. Team 1 Team 2
. . .
Team N
Level1: Operational
Level2: End-To-End Coordination
Level 2: End-To-End Operation

62. Team 1 Team 2
. . .
Team N
Level1: Operational
Level2: End-To-End Coordination
Level3: Strategic Portfolio
Level3: Strategic Portfolio

63. Team 1 Team 2
. . .
Team N
Level1: Operational
Level2: End-To-End Coordination
Level3: Strategic Portfolio
Level3: Strategic Portfolio
Prioritization
Value Stream
Deliver
Strategic
Review
Dependency
Planning

64. Workshop: Flight Levels
50 minutes

65. Agenda

66. TWiG and Metrics

68. OK / Blocked

69. Game Instruction (1/2)

70. Game Instruction (2/2)

71. Daily Routine

77. 90th Percentile

78. Lead Time

79. Stability Metrics

80. Cycle Time vs. WIP

81. Opportunity to Add Resources

82. WIP Too High

84. Examples

85. Agenda

86. The Theory
not Covered
in this
Workshop

87. The Thinking Processes
• …is a sophisticated problem solving methodology.
• The Thinking Processes are optimized for complex systems with many
interdependencies (e.g. manufacturing lines).
• They are designed as scientific “cause and effect” tools, which strive to
first identify the root causes of undesirable effects and then remove its
without creating new ones.
• The Thinking Processes are used to answer the following three questions
:-
• What needs to be changed?
• What should it be changed to?
• What actions will cause the change?
https://www.leanproduction.com/theory-of-constraints.html

88. Recipe for Success
• The recipe of success presents guideline to adopting an
existing team to enable quick improvement with low levels of
team resistance.
• The six steps in the recipe are
• Focus on quality.
• Reduce Work-In-Progress.
• Deliver often.
• Balance demand against throughput.
• Prioritize
• Attack sources of variability to improve predictability.

89. Kanban Mindset
• Everyone in the team should has some level of awareness of what each other doing. Create
awareness and increase level of empathy.
• Everyone should understand the Kanban board easily to see what the works the team is doing,
where they are, and the progress of their work.
• You don’t have to stop working to start Kanban. Kanban start with what your way of working and
on top of it.
• Kanban favor evolution over transformation.
• Kanban manage work, not people. Kanban only care of the flow of work and the flow of work
more efficient ultimately faster.
• Great organization lead people and manage work. These two thinks should be separated. Team
manage work that delivery values to customers and also manage reliability, stability, and quality.
Manager who manage team as resources utilization will loose the perspective to deliver the
values to their customers.
• The amount of multi-tasking and context switching should very low. People shouldn’t be over
burned and stress out at work.
• Favor finishing over starting.
• Work can assign to everyone, but own by no one.

90. Hidden Work Forms
• Missing - Discover and make it visible.
• Perfect - Good enough and move on.
• Vague - Make it clear to avoid rework.
• Big - Breakdown work item as small as possible.

91. The Negative Culture
1. Hide works
2. Multi-tasking - Interruption
3. Delay
4. Push
5. Significant
6. Worry on the wrong thing.
7. Perfection

92. 4 Common Mistakes
1. Hidden Work. The work that by pass Kanban board and/or the process.
Hidden work should discover as fast as we can before it negative impact to the team’s flow.
2. Use Kanban board to express the organization chart and not help the teams to collaborate
the real life.
The Kanban board should really be a reflection how self-organize to solve problems and
collaborate to one another.
3. Use Kanban as law enforcement.
Kanban visualize the works and process, not the method of the law enforcement. The
process created desire the best possible outcome for the quality what the team making and
the best serve your customers you building something for.
4. Forgetting Experiment and Improve.
The first step of the scientific method is to observe. Team always change things time-to-
time. Team should observe the flow of the work as it is right now, and also observe the
impact of the change of the flow the team made. Always experiment and find the better way
for you work.

93. References
• Theory of Constraints - Lean Manufacturing:
https://www.leanproduction.com/theory-of-constraints.html
• Kanban Book:
https://www.amazon.com/Kanban-Successful-Evolutionary-Technology-
Business/dp/0984521402
https://www.amazon.com/Agile-Management-Software-Engineering-Constraints-
ebook/dp/B003CW67YG/ref=sr_1_1?keywords=theory+of+constraints+david+anderson&
qid=1573185207&s=books&sr=1-1
• Kanban Crash Cause:
https://kanbancrashcourse.com/
• Flight Level by Leanability:
https://www.leanability.com/en/
• Starting Kanban online training:
https://www.hugeio.com