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Kanban in the Kitchen

The document discusses the concept of Kanban, emphasizing its origins in lean manufacturing and its application as a visual management tool for workflow and process improvement. It outlines rules for effective Kanban use, such as limiting work in progress, ensuring quality, and fostering collaboration among team members. Additionally, it includes exercises aimed at practicing Kanban principles and encourages continuous improvement in processes.

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かんばん キッチンで Kanban in the Kitchen https://pixabay.com/en/chef-frying-fish-frying-pan-fire-311680/
https://pixabay.com/en/chef-frying-fish-frying-pan-fire-311680/ Hi, I’m Steve! Agile coach Software dev manager
Hi, I’m Steve! Experienced change agent
I like.. TODO: images DIY, hiking, skiing and of course cooking! Hi, I’m Steve!
Hi, I’m Steve!
Hi, I’m Steve! Lake District
Hi, I’m Steve! Achray
Hi, I’m Steve!
I like.. TODO: images DIY, hiking, skiing and of course cooking! Hi, I’m Steve!
Goals • What is Kanban? • How to use Kanban to… • Visualise Processes • Apply Limits • Make Improvements
Warmup Exercise Rules: Draw-er faces away from the screen. No peeking! Draw what your partner describes. Ask questions! 2 Minutes 1. Pair up 2. One person describes a drawing 3. Other tries to recreate it without looking! 1 minute per drawing
Drawing #1
Drawing #2
Why? We need a common language to communicate effectively!
What is Kanban? define kanban ;-)
http://agilelion.com/agile-kanban-cafe/what-difference-between-agile-kanban-and-scrum-less-5-minutes The Agile Pyramid
Lean? “The core idea is to maximize customer value while minimizing waste.” http://www.lean.org/WhatsLean/
Todo In Progress (3) Done Feed the Cats Birthday present for Henry Pickup parcel Kiwi Make pumpkin soup Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban, a Lean Method (for knowledge workers) 2. a way of managing flow 1. a process visualisation tool 3. a philosophy of collaboration and continuous improvement Flow Limit Kanban Board Kanban Cards
Kanban evolution 1. Japanese Word 2. Lean Manufacturing Control Process 3. Lean Method (for Knowledge Workers)
Kanban http://japanesefile.com/Nouns/kanban_1.html Kanji “Sign board”看板 “a kanban is more than just a sign, it represents the soul and the honor of a business -- like a family crest in the European tradition.”- http://www.fredharriman.com/resources/OriginsofKanban.htm https://pixabay.com/en/kyoto-japan-japanese-style-alley-673322/
Kanban evolution 2. Lean Manufacturing Control Process 3. Lean Method (for Knowledge Workers) 1. 看板(Kanji) “Sign board” https://en.wikipedia.org/wiki/Shopping_cart Taiichi Ohno
Kanban - Lean Manufacturing(simplified example) Produce Doors Assemble Cars Door Team (earlier process) Car Team (later process) ... Limit: 2 doors Limit: 3 cars
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) ... limit: 12 Note: In reality, Toyota uses 2 different types of Kanban card. For more detail, see: http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html “produce 1x door”
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) 0. Receive Production Instruction
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) ... 0. Receive Production Instruction 7. Deliver Assembled Doors
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) backlog
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) backlog Exact number of door panels are produced
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Kanban cards accompany door panels backlog cleared
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example)
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Consume door panel before freeing up the Kanban card.
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example)
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) 7. Deliver Cars
Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) backlog
Kanban Rules (Lean Manufacturing) 1. A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items.
Kanban Rules (Lean Manufacturing) 1. A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Kanban is a “Pull” system.
Kanban Rules (Lean Manufacturing) 1. A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Transparenc y is important.
Kanban Rules (Lean Manufacturing) 1. A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Quality is important!
Kanban Rules (Lean Manufacturing) 1. A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Limit Work in Progress (to helps us improve)
Kanban evolution 2. Lean Manufacturing Control Process 3. Lean Method (for Knowledge Workers) 1. 看板(Kanji) “Sign board”
Kanban - Lean Method Todo In Progress (3) Done 1. a process visualisation tool Kanban Board Kanban Card Feed the Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese
Backlog Spec (3) Develop Regression Test (3) Deploy Done Ready (1) In Progress (2) Done User Story Kanban - Lean Method 1. a process visualisation tool Use as many Columns as needed Sub-divide columns as needed
Backlog Develop Regression Test (3) Deploy Done Fast Track Fix (1) Spec (3) Ready (1) In Progress (2) Done Featur e Create “swim lanes” as needed Kanban - Lean Method 1. a process visualisation tool
Todo In Progress (3) Done Feed the Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban - Lean Method 1. a process visualisation tool Management policies clearly defined rules of the board How to flag issues? How to manage blocked items? Criteria to enter “In Progress” ? Criteria to exit “In Progress” ? Responsibilities ...
Todo In Progress (3) Done Kanban - Lean Method 2. a way of managing flow WIP Limit Feed the Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Cook dinner for kids Say “Kanban” in Japanese Arrange playdate for Kiwi Pull Wash dishes Pull
Todo In Progress (3) Done Feed the Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban - Lean Method Lead time Cycle time 2. a way of managing flow Throughput (aka. delivery rate) https://commons.wikimedia.org/wiki/File:Cumulative_Flow_Chart.png Cumulative Flow
Todo In Progress (3) Done Feed the Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban - Lean Method 3. a philosophy of collaboration & continuous improvement Improve flow! Learn from your efforts!
Visualise. Limit. Improve.
David J. Anderson’s Foundational Kanban Principles 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Respect current process, roles, responsibilities & titles - http://www.djaa.com/principles-kanban-method-0
The key questions… Visualising with Kanban
What steps are in your process? ? ? ? ? ? ? ? ? Which ones should you include on your Kanban board? How should you organise it?
What should your Kanban cards represent? What level of detail should they contain? ? ? ? ? ? ? ? ? ?
? What are the rules of your board? ? ? ? ? ? ? ? ? rules How will you flag issues? Criteria to move between columns? Done? Who’s responsible for what? …
Team Exercise https://en.wikipedia.org/wiki/List_of_pizza_varieties_by_country#/media/File:Supreme_pizza.jpg 5 Minutes 1. Create a Kanban board for a pizza company that delivers. Must have: 4-6 columns headings for each column. 2. Decide what your Kanban cards will represent. 3. Set the rules (if time). E.g.: criteria to move between columns? how to flag issues?
Showcase • Demo your Kanban board • What did you include? exclude? • What will your Kanban cards represent? 1 Minute
Granularity Matters! If 1x = 1 orderkanban order details order #1 all dressed large veggie extra large 2 pizzas for a family order details order #2 100 assorted pizzas for a conference
A few strategies... 1. Slice it up! Normalise the size of incoming work. (e.g.: break up big orders into smaller ones) 2. Redefine! Choose another definition for your Kanbans. (e.g.: try “1 Kanban = 1 Pizza” instead) 3. Multiple types! Support multiple types of Kanban. (e.g.: try “1 Red Kanban = big order” as well)
Iterate! Expect to adjust your Kanban board a lot when you’re starting out
Visualise. Limit. Improve.
Why on earth would I want to limit WIP and introduce an artificial bottleneck into my process?!
Exercise 2 Minutes 1. How many sandwiches can your team make? 2. What’s stopping you from making more? (1 reason) Each sandwich has: any proteinbread butterany veg 2x 1x 1x 1x use menu & food cards provided
Results! • How many sandwiches did you make? • What was your avg throughput? (# sandwiches / minute) • What key thing stopped you from making more? (1 reason) 2 Minutes
Acknowledge your Limits • You already have limits! • So do the teams around you • Make them transparent • Create a common language for improvements!
Reduce Batch Size Minimise Overheads & Risk 100 Sandwiches 5 Sandwiches Team A Team B Bad Mayo!
Reduce Multitasking https://www.flickr.com/photos/mindonfire/4447448937 source: http://www.infoq.com/articles/multitasking-problems
Value of Unitasking source: http://www.infoq.com/articles/multitasking-problems “Uni-tasking” “Multi-tasking”
Value Flow (over 100% resource utilisation) https://commons.wikimedia.org/wiki/File:Relay_race.jpg
Visualise. Limit. Improve.
Improving with Kanban Agree to pursue incremental, evolutionary change. This founding principle is essential! Remember the goal of Lean: Maximise Customer Value, Minimise Waste.
Improving with Kanban • Incremental, evolutionary change • Baby steps • Be scientific! • Collaborate to improve • work together, across teams! • Create customer feedback loops • insight on value we think we’re delivering https://upload.wikimedia.org/wikipedia/c ommons/7/7a/PDCA_Cycle.svg empirical “based on, concerned with, or verifiable by observation or experience rather than theory or pure logic.” -Google
https://www.flickr.com/photos/tambako/10184698854 Metrics?!
Yes, Metrics ... # Complete orders Total Time Avg Throughput = Ordered Prepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer Cumulative Flow “Prepare” Cycle time Lead time = Time Completed - Time Ordered = Time Ready - Time Started “Serve” Lead time = Time Served - Time Ordered
Exercise Restaurant Kanban
Customer Server Chef Ordered Prepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer Menu Sandwich Salad Fruit Salad Pancakes Cake Hot DrinkCold Drink Main s Dessert s Beverag es any veg pancakes potato or rice any cake any fruit juice, water, etc. tea, coffee, etc. any meat any veg gravy 2 x any proteinbread butterany veg 2 x 1 x 1 x 1 x 4 x 1 x 1 x 1 x 1 x 4 x 1 x 1 x 1 x Kanban in the Kitchen Roast Dinner any veg Food Cards Exercise Order # details 1 item per order customer ☺ ☹
Restaurant Kanban Ordered Prepare (1) Serve Finish Complete Orders Ready! In Progress (1) Served! Cleanup ☺Customer ☹ Customer serving customers high quality fresh food fast!
Order # details 1 item per order customer ☺ ☹ 1 Order = Kanban
Ordered Server 1.Take Customer’s orders 2.To enter the queue, kanbans must have: - order # - customer name - order details priority Customer 1.Place orders every 20s 2.Ask where your food is (after 60s, then every 30s)
Prepare 1 Chef 1.Pull orders 2.Prepare order according to details Finished orders accompany Kanban
ServeReady! In Progress 1 priority Chef 1.Pull orders Server 1.Pull orders 2.Deliver food 3.Resolve issues Raise issues by placing card in title. All issues must be resolved to move on to next stage. Customer 1.Check order. 2.Complain if… - there’s a mistake - you get low-quality food
FinishServed! Cleanup Server 1.Pull orders Chef 1.Pull orders 2.Recycle food Server 1.Record customer happiness priority
Complete☺ Customer ☹ Customer Unsatisfactory Orders? * took longer than 30s to serve * had issues Server 1.Pull orders 2.Move card to appropriate lane
Team Exercise 5 Minutes 1. Divide roles: Customer, Server, Chef 2. How many ☺ orders can you complete? Ordered Prepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer
Results! • Throughput • % Happy customers [2 minutes]
Spotting Bottlenecks Ordered Prepare Serve Finish Complete Orders Ready! Deliver Served! Cleanup ☺Customer ☹ Customer Number of Kanbans in Ordered & Ready indicate bottlenecks in the workflow Oh dear, we have a problem!
Actionable Metrics # Complete orders Total Time Throughput = Ordered Prepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer https://commons.wikimedia.org/wiki/File:Cumula tive_Flow_Chart.png Cumulative Flow “Prepare” Cycle time Lead time = Time Completed - Time Ordered = Time Ready - Time Started “Serve” Lead time = Time Served - Time Ordered Use metrics as needed. Use different levels of granularity to spot potential improvements or measure progress.
ok, ok… here’s some improvement ideas • Sort food cards • Remove unused food cards • Ask customers to write down their orders • Calculate order serve time • Update menu if items come in/out of stock • Specialise in certain foods • Include Customer Waiting To Order stage to measure initial wait time if server is busy. • Hire more Chefs! • Hire more Servers! • … etc …
It’s a https://en.wikipedia.org/wiki/Wrap_(sandwich)#/media/File:Smoked_chicken_and_avocado_wrap.jpg
Questions?
How can you use Kanban?
What did you think? http://techcrunch.com/2015/04/29/the-art-of-giving-feedback/
References Defining Kanban: * http://www.lean.org/WhatsLean/ * http://www.djaa.com/principles-kanban-method-0 * https://www.google.ca/?q=define+kanban * https://en.wikipedia.org/wiki/Kanban * https://en.wikipedia.org/wiki/Kanban_(development) * http://www.toyota- global.com/company/vision_philosophy/toyota_production_system/just-in- time.html * http://www.fredharriman.com/resources/OriginsofKanban.htm * http://leankit.com/kanban/what-is-kanban/ * https://help.rallydev.com/what-is-kanban * https://www.atlassian.com/agile/kanban/ * https://github.com/agilelion/Open-Kanban * http://uk.kaizen.com/knowledge-center/kanban.html * https://kanbanery.com/ebook/GettingStartedWithKanban.pdf * http://agilelion.com/agile-kanban-cafe/what-difference-between-agile-kanban- and-scrum-less-5-minutes * “Real-World Kanban, Do Less, Accomplish More with Lean Thinking” by Mattias Skarin * http://martinfowler.com/bliki/AgileVersusLean.html * http://www.hackerchick.com/2012/01/agile-vs-lean-yeah-yeah-whats-the- difference.html Limiting WIP: * http://leankit.com/blog/2014/03/limit-wip/ * http://www.psychwiki.com/wiki/Zeigarnik_Effect * http://www.infoq.com/articles/multitasking-problems * http://www.personalkanban.com/pk/primers/the-basics-of-limiting-wip-why- limit-wip-series-post-1/ Metrics * https://stefanroock.wordpress.com/2010/03/02/kanban-definition-of-lead-time- and-cycle-time/ * http://wall-skills.com/2013/cumulative-flow-diagram/ * http://www.kanbanway.com/how-kanban-resolves-the-resource-manager-and- project-managers-dilemma * http://xprocess.blogspot.co.uk/2013/07/whats-difference-between-cycle-time- and.html * https://en.wikipedia.org/wiki/Little%27s_law * https://en.wikipedia.org/wiki/Throughput When to apply Kanban: * https://www.targetprocess.com/blog/2009/08/5-wrong-reasons-to-apply- kanban/ * https://www.targetprocess.com/blog/2009/08/5-right-reasons-to-apply-kanban/ Scrumban * http://www.scrumban.io/articles/Agile-Scrum-Kanban-101/ Wardley Maps * http://blog.gardeviance.org/2015/07/the-100-day-corporate-get-fit-plan.html - "Figure 4 - A guide for when to use methods" * http://blog.gardeviance.org/2015/03/some-basics-of-operation.html - Figure 4 - Breaking a Map into teams
If there’s time...
3 Kanban Metrics ... Todo In Progress (3) Done Write Kanban intro Find Some Funny Pictures Wardley Mapping Example Learn Kanban in Japanese Read up on Taiichi Ohno Define Kanban Define Cycle Time Calculate Cumulative Flow Manually Calculate Lead Time Manually Plan Workshop Lead time Cycle time Throughput (aka. delivery rate)
Prediction with Kanban • When will it be delivered? • use Lead Time + statistics to answer • (requires a stable system, with enough data) • use 95% confidence threshold
Kanban vs. Scrum? Kanban Scrum Continuous Work in Progress No defined roles Whenever Improve Flow Lead Time, Cycle Time, Cumulative Flow Visualise, Limit, Adapt Less Prescriptive Regular Time-boxes Size PO, SM, Dev Team, Scrum Team Standups, Reviews, Retrospectives Meet Sprint Goal Velocity, Burn-down/up Inspect & Adapt More Prescriptive Cadence Limits Roles Change Occurs Goal Common Metrics
Sharing ideas across methods • Lots of Kanban teams use daily standups, retrospectives, reviews • You can size work & break it up to help manage flow in Kanban • Apply WIP Limits in Scrum to avoid taking on too much • Redefine “done” in Scrum to achieve continuous delivery • See: Scrumban
Where is Kanban Used? • Portfolio management • Product development • Product support • Recruitment • Personal Kanban • … and more …

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Kanban in the Kitchen

  • 1.
  • 2.
  • 3.
  • 4.
    I like.. TODO: images DIY,hiking, skiing and of course cooking! Hi, I’m Steve!
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
    I like.. TODO: images DIY,hiking, skiing and of course cooking! Hi, I’m Steve!
  • 10.
    Goals • What isKanban? • How to use Kanban to… • Visualise Processes • Apply Limits • Make Improvements
  • 11.
    Warmup Exercise Rules: Draw-er facesaway from the screen. No peeking! Draw what your partner describes. Ask questions! 2 Minutes 1. Pair up 2. One person describes a drawing 3. Other tries to recreate it without looking! 1 minute per drawing
  • 12.
  • 13.
  • 14.
    Why? We need acommon language to communicate effectively!
  • 15.
  • 16.
  • 17.
    Lean? “The core ideais to maximize customer value while minimizing waste.” http://www.lean.org/WhatsLean/
  • 18.
    Todo In Progress (3) Done Feedthe Cats Birthday present for Henry Pickup parcel Kiwi Make pumpkin soup Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban, a Lean Method (for knowledge workers) 2. a way of managing flow 1. a process visualisation tool 3. a philosophy of collaboration and continuous improvement Flow Limit Kanban Board Kanban Cards
  • 19.
    Kanban evolution 1. JapaneseWord 2. Lean Manufacturing Control Process 3. Lean Method (for Knowledge Workers)
  • 20.
    Kanban http://japanesefile.com/Nouns/kanban_1.html Kanji “Sign board”看板 “akanban is more than just a sign, it represents the soul and the honor of a business -- like a family crest in the European tradition.”- http://www.fredharriman.com/resources/OriginsofKanban.htm https://pixabay.com/en/kyoto-japan-japanese-style-alley-673322/
  • 21.
    Kanban evolution 2. LeanManufacturing Control Process 3. Lean Method (for Knowledge Workers) 1. 看板(Kanji) “Sign board” https://en.wikipedia.org/wiki/Shopping_cart Taiichi Ohno
  • 22.
    Kanban - LeanManufacturing(simplified example) Produce Doors Assemble Cars Door Team (earlier process) Car Team (later process) ... Limit: 2 doors Limit: 3 cars
  • 23.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) ... limit: 12 Note: In reality, Toyota uses 2 different types of Kanban card. For more detail, see: http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html “produce 1x door”
  • 24.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) 0. Receive Production Instruction
  • 25.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) ... 0. Receive Production Instruction 7. Deliver Assembled Doors
  • 26.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) backlog
  • 27.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) backlog Exact number of door panels are produced
  • 28.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Kanban cards accompany door panels backlog cleared
  • 29.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example)
  • 30.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Consume door panel before freeing up the Kanban card.
  • 31.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example)
  • 32.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) 7. Deliver Cars
  • 33.
    Door Team (earlier process) CarTeam (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) Door Team (earlier process) Car Team (later process) 3. Produce Doors 6. Assemble Cars 2. Receive Production Instruction 4. Deliver Doors 1. Request More Doors 5. Receive Doors ... Limit: 2 doors Limit: 3 cars 0. Receive Production Instruction 7. Deliver Cars Kanban - Lean Manufacturing(simplified example) backlog
  • 34.
    Kanban Rules (Lean Manufacturing) 1.A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items.
  • 35.
    Kanban Rules (Lean Manufacturing) 1.A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Kanban is a “Pull” system.
  • 36.
    Kanban Rules (Lean Manufacturing) 1.A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Transparenc y is important.
  • 37.
    Kanban Rules (Lean Manufacturing) 1.A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Quality is important!
  • 38.
    Kanban Rules (Lean Manufacturing) 1.A later process tells an earlier process when new items are required. 2. The earlier process produces what the later process needs. 3. No items can be made without a Kanban. 4. Defects are not passed on to the next stage. 5. The number of Kanbans is reduced carefully to lower inventories and to reveal problems. -Mattias Skarin, “Real-World Kanban”, 2015 6. Always attach Kanban to the items. Limit Work in Progress (to helps us improve)
  • 39.
    Kanban evolution 2. LeanManufacturing Control Process 3. Lean Method (for Knowledge Workers) 1. 看板(Kanji) “Sign board”
  • 40.
    Kanban - LeanMethod Todo In Progress (3) Done 1. a process visualisation tool Kanban Board Kanban Card Feed the Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese
  • 41.
    Backlog Spec (3) Develop Regression Test (3) DeployDone Ready (1) In Progress (2) Done User Story Kanban - Lean Method 1. a process visualisation tool Use as many Columns as needed Sub-divide columns as needed
  • 42.
    Backlog Develop Regression Test (3) DeployDone Fast Track Fix (1) Spec (3) Ready (1) In Progress (2) Done Featur e Create “swim lanes” as needed Kanban - Lean Method 1. a process visualisation tool
  • 43.
    Todo In Progress (3) Done Feedthe Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban - Lean Method 1. a process visualisation tool Management policies clearly defined rules of the board How to flag issues? How to manage blocked items? Criteria to enter “In Progress” ? Criteria to exit “In Progress” ? Responsibilities ...
  • 44.
    Todo In Progress (3) Done Kanban- Lean Method 2. a way of managing flow WIP Limit Feed the Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Cook dinner for kids Say “Kanban” in Japanese Arrange playdate for Kiwi Pull Wash dishes Pull
  • 45.
    Todo In Progress (3) Done Feedthe Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban - Lean Method Lead time Cycle time 2. a way of managing flow Throughput (aka. delivery rate) https://commons.wikimedia.org/wiki/File:Cumulative_Flow_Chart.png Cumulative Flow
  • 46.
    Todo In Progress (3) Done Feedthe Cats Birthday present for Henry Make bread Pickup parcel Kiwi Gymnastics Make pumpkin soup Wash dishes Arrange playdate for Kiwi Cook dinner for kids Say “Kanban” in Japanese Kanban - Lean Method 3. a philosophy of collaboration & continuous improvement Improve flow! Learn from your efforts!
  • 47.
  • 48.
    David J. Anderson’s FoundationalKanban Principles 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Respect current process, roles, responsibilities & titles - http://www.djaa.com/principles-kanban-method-0
  • 49.
  • 50.
    What steps arein your process? ? ? ? ? ? ? ? ? Which ones should you include on your Kanban board? How should you organise it?
  • 51.
    What should yourKanban cards represent? What level of detail should they contain? ? ? ? ? ? ? ? ? ?
  • 52.
    ? What are therules of your board? ? ? ? ? ? ? ? ? rules How will you flag issues? Criteria to move between columns? Done? Who’s responsible for what? …
  • 53.
    Team Exercise https://en.wikipedia.org/wiki/List_of_pizza_varieties_by_country#/media/File:Supreme_pizza.jpg 5 Minutes 1.Create a Kanban board for a pizza company that delivers. Must have: 4-6 columns headings for each column. 2. Decide what your Kanban cards will represent. 3. Set the rules (if time). E.g.: criteria to move between columns? how to flag issues?
  • 54.
    Showcase • Demo yourKanban board • What did you include? exclude? • What will your Kanban cards represent? 1 Minute
  • 55.
    Granularity Matters! If 1x= 1 orderkanban order details order #1 all dressed large veggie extra large 2 pizzas for a family order details order #2 100 assorted pizzas for a conference
  • 56.
    A few strategies... 1.Slice it up! Normalise the size of incoming work. (e.g.: break up big orders into smaller ones) 2. Redefine! Choose another definition for your Kanbans. (e.g.: try “1 Kanban = 1 Pizza” instead) 3. Multiple types! Support multiple types of Kanban. (e.g.: try “1 Red Kanban = big order” as well)
  • 57.
    Iterate! Expect to adjustyour Kanban board a lot when you’re starting out
  • 58.
  • 59.
    Why on earthwould I want to limit WIP and introduce an artificial bottleneck into my process?!
  • 60.
    Exercise 2 Minutes 1. Howmany sandwiches can your team make? 2. What’s stopping you from making more? (1 reason) Each sandwich has: any proteinbread butterany veg 2x 1x 1x 1x use menu & food cards provided
  • 61.
    Results! • How manysandwiches did you make? • What was your avg throughput? (# sandwiches / minute) • What key thing stopped you from making more? (1 reason) 2 Minutes
  • 62.
    Acknowledge your Limits •You already have limits! • So do the teams around you • Make them transparent • Create a common language for improvements!
  • 63.
    Reduce Batch Size MinimiseOverheads & Risk 100 Sandwiches 5 Sandwiches Team A Team B Bad Mayo!
  • 64.
  • 65.
    Value of Unitasking source:http://www.infoq.com/articles/multitasking-problems “Uni-tasking” “Multi-tasking”
  • 66.
    Value Flow (over 100%resource utilisation) https://commons.wikimedia.org/wiki/File:Relay_race.jpg
  • 67.
  • 68.
    Improving with Kanban Agree topursue incremental, evolutionary change. This founding principle is essential! Remember the goal of Lean: Maximise Customer Value, Minimise Waste.
  • 69.
    Improving with Kanban • Incremental,evolutionary change • Baby steps • Be scientific! • Collaborate to improve • work together, across teams! • Create customer feedback loops • insight on value we think we’re delivering https://upload.wikimedia.org/wikipedia/c ommons/7/7a/PDCA_Cycle.svg empirical “based on, concerned with, or verifiable by observation or experience rather than theory or pure logic.” -Google
  • 70.
  • 71.
    Yes, Metrics ... #Complete orders Total Time Avg Throughput = Ordered Prepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer Cumulative Flow “Prepare” Cycle time Lead time = Time Completed - Time Ordered = Time Ready - Time Started “Serve” Lead time = Time Served - Time Ordered
  • 72.
  • 73.
    Customer Server Chef OrderedPrepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer Menu Sandwich Salad Fruit Salad Pancakes Cake Hot DrinkCold Drink Main s Dessert s Beverag es any veg pancakes potato or rice any cake any fruit juice, water, etc. tea, coffee, etc. any meat any veg gravy 2 x any proteinbread butterany veg 2 x 1 x 1 x 1 x 4 x 1 x 1 x 1 x 1 x 4 x 1 x 1 x 1 x Kanban in the Kitchen Roast Dinner any veg Food Cards Exercise Order # details 1 item per order customer ☺ ☹
  • 74.
    Restaurant Kanban Ordered Prepare (1) ServeFinish Complete Orders Ready! In Progress (1) Served! Cleanup ☺Customer ☹ Customer serving customers high quality fresh food fast!
  • 75.
    Order # details 1 itemper order customer ☺ ☹ 1 Order = Kanban
  • 76.
    Ordered Server 1.Take Customer’s orders 2.Toenter the queue, kanbans must have: - order # - customer name - order details priority Customer 1.Place orders every 20s 2.Ask where your food is (after 60s, then every 30s)
  • 77.
    Prepare 1 Chef 1.Pull orders 2.Prepareorder according to details Finished orders accompany Kanban
  • 78.
    ServeReady! In Progress1 priority Chef 1.Pull orders Server 1.Pull orders 2.Deliver food 3.Resolve issues Raise issues by placing card in title. All issues must be resolved to move on to next stage. Customer 1.Check order. 2.Complain if… - there’s a mistake - you get low-quality food
  • 79.
    FinishServed! Cleanup Server 1.Pull orders Chef 1.Pullorders 2.Recycle food Server 1.Record customer happiness priority
  • 80.
    Complete☺ Customer ☹ Customer UnsatisfactoryOrders? * took longer than 30s to serve * had issues Server 1.Pull orders 2.Move card to appropriate lane
  • 81.
    Team Exercise 5 Minutes 1.Divide roles: Customer, Server, Chef 2. How many ☺ orders can you complete? Ordered Prepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer
  • 82.
    Results! • Throughput • %Happy customers [2 minutes]
  • 83.
    Spotting Bottlenecks Ordered PrepareServe Finish Complete Orders Ready! Deliver Served! Cleanup ☺Customer ☹ Customer Number of Kanbans in Ordered & Ready indicate bottlenecks in the workflow Oh dear, we have a problem!
  • 84.
    Actionable Metrics # Completeorders Total Time Throughput = Ordered Prepare Serve Finish Complete Orders Ready! In Progres s Served ! Clean up ☺ Customer ☹ Customer https://commons.wikimedia.org/wiki/File:Cumula tive_Flow_Chart.png Cumulative Flow “Prepare” Cycle time Lead time = Time Completed - Time Ordered = Time Ready - Time Started “Serve” Lead time = Time Served - Time Ordered Use metrics as needed. Use different levels of granularity to spot potential improvements or measure progress.
  • 85.
    ok, ok… here’ssome improvement ideas • Sort food cards • Remove unused food cards • Ask customers to write down their orders • Calculate order serve time • Update menu if items come in/out of stock • Specialise in certain foods • Include Customer Waiting To Order stage to measure initial wait time if server is busy. • Hire more Chefs! • Hire more Servers! • … etc …
  • 86.
  • 87.
  • 88.
  • 89.
    What did youthink? http://techcrunch.com/2015/04/29/the-art-of-giving-feedback/
  • 90.
    References Defining Kanban: * http://www.lean.org/WhatsLean/ *http://www.djaa.com/principles-kanban-method-0 * https://www.google.ca/?q=define+kanban * https://en.wikipedia.org/wiki/Kanban * https://en.wikipedia.org/wiki/Kanban_(development) * http://www.toyota- global.com/company/vision_philosophy/toyota_production_system/just-in- time.html * http://www.fredharriman.com/resources/OriginsofKanban.htm * http://leankit.com/kanban/what-is-kanban/ * https://help.rallydev.com/what-is-kanban * https://www.atlassian.com/agile/kanban/ * https://github.com/agilelion/Open-Kanban * http://uk.kaizen.com/knowledge-center/kanban.html * https://kanbanery.com/ebook/GettingStartedWithKanban.pdf * http://agilelion.com/agile-kanban-cafe/what-difference-between-agile-kanban- and-scrum-less-5-minutes * “Real-World Kanban, Do Less, Accomplish More with Lean Thinking” by Mattias Skarin * http://martinfowler.com/bliki/AgileVersusLean.html * http://www.hackerchick.com/2012/01/agile-vs-lean-yeah-yeah-whats-the- difference.html Limiting WIP: * http://leankit.com/blog/2014/03/limit-wip/ * http://www.psychwiki.com/wiki/Zeigarnik_Effect * http://www.infoq.com/articles/multitasking-problems * http://www.personalkanban.com/pk/primers/the-basics-of-limiting-wip-why- limit-wip-series-post-1/ Metrics * https://stefanroock.wordpress.com/2010/03/02/kanban-definition-of-lead-time- and-cycle-time/ * http://wall-skills.com/2013/cumulative-flow-diagram/ * http://www.kanbanway.com/how-kanban-resolves-the-resource-manager-and- project-managers-dilemma * http://xprocess.blogspot.co.uk/2013/07/whats-difference-between-cycle-time- and.html * https://en.wikipedia.org/wiki/Little%27s_law * https://en.wikipedia.org/wiki/Throughput When to apply Kanban: * https://www.targetprocess.com/blog/2009/08/5-wrong-reasons-to-apply- kanban/ * https://www.targetprocess.com/blog/2009/08/5-right-reasons-to-apply-kanban/ Scrumban * http://www.scrumban.io/articles/Agile-Scrum-Kanban-101/ Wardley Maps * http://blog.gardeviance.org/2015/07/the-100-day-corporate-get-fit-plan.html - "Figure 4 - A guide for when to use methods" * http://blog.gardeviance.org/2015/03/some-basics-of-operation.html - Figure 4 - Breaking a Map into teams
  • 91.
  • 92.
    3 Kanban Metrics... Todo In Progress (3) Done Write Kanban intro Find Some Funny Pictures Wardley Mapping Example Learn Kanban in Japanese Read up on Taiichi Ohno Define Kanban Define Cycle Time Calculate Cumulative Flow Manually Calculate Lead Time Manually Plan Workshop Lead time Cycle time Throughput (aka. delivery rate)
  • 93.
    Prediction with Kanban • Whenwill it be delivered? • use Lead Time + statistics to answer • (requires a stable system, with enough data) • use 95% confidence threshold
  • 94.
    Kanban vs. Scrum? KanbanScrum Continuous Work in Progress No defined roles Whenever Improve Flow Lead Time, Cycle Time, Cumulative Flow Visualise, Limit, Adapt Less Prescriptive Regular Time-boxes Size PO, SM, Dev Team, Scrum Team Standups, Reviews, Retrospectives Meet Sprint Goal Velocity, Burn-down/up Inspect & Adapt More Prescriptive Cadence Limits Roles Change Occurs Goal Common Metrics
  • 95.
    Sharing ideas across methods •Lots of Kanban teams use daily standups, retrospectives, reviews • You can size work & break it up to help manage flow in Kanban • Apply WIP Limits in Scrum to avoid taking on too much • Redefine “done” in Scrum to achieve continuous delivery • See: Scrumban
  • 96.
    Where is Kanban Used? •Portfolio management • Product development • Product support • Recruitment • Personal Kanban • … and more …

Editor's Notes

  • #2 Before you start, open: Classroom Timer. Close everything else. Kan ban kitchin de Also: Daidokoro no kan ban Apologies to any Japanese speakers, I’m not fluent! ;-)
  • #3 My background is in software development, where I’ve worn *many* hats over the years... from hands-on coding & testing to managing dev teams & projects. I’m an experienced change agent...
  • #4 I’ve helped a number of organisations adopt Agile practices at various levels over the past decade or so. * NET-A-PORTER * Multimap * Ebookers * SiteSell * Fotango * ...
  • #5 In my spare time, I like driving my family nuts with DIY... (this is an off-grid solar system I built for my folks)
  • #6 (that’s us digging down our basement, and rebuilding our house)
  • #7 I used to go on awesome Hiking trips…
  • #8 … now we go on awesome camping trips!
  • #9 And of course, I like food. That’s me eating a kiwano.
  • #10 I’m always looking for ways to improve. You’ve gotta experiment to do that. (for the record, yes blue pancakes look great, but they don’t taste any different!).
  • #11 This workshop is targeted at people new to Kanban. We only have an hour, so we won’t be diving too deep into individual topics. But I can point you at some great resources after the talk! Feel free to ask questions as we go.
  • #12 If there are odd numbers... ok to group up, just follow the rules. target start: 1:30
  • #13 1 min most people should get this cmd-shift-2 h
  • #14 1 min should be a lot harder… cmd-shift-2 h
  • #15 So, let’s create a common language for Kanban. target: 3:30
  • #16 target: 5:00 Let’s start with the question, “What is Kanban?” I’ve found the google definition only scratches the surface
  • #17 Kanban is a Lean Method for knowledge workers. Values: Individuals & interactions Working software Customer collaboration Responding to change Principles Customer satisfaction Embrace changing requirements Frequent Delivery Motivated people Simplicity Sustainable Self-organising Inspect & adapt etc.
  • #18 What is Lean? Any takers? We could do an entire workshop on Lean! But this will do for our purposes. Lean was used to describe Toyota’s production system, as they made exceptional use of scarce resources. Lean thinking applies to every business & every process, not just manufacturing.
  • #19 Our focus is Kanban as a Lean Method for Knowledge Workers… My best summary: 1. a process visualisation tool 2. a way of managing flow 3. a philosophy of continuous evolutionary improvement They provide a common working language. Here we have a basic Kanban board with 3 columns... we’ll get deeper into this later.
  • #20 To build a solid understanding of Kanban, let’s go back to it’s roots... target: 7:00
  • #21 “Kanban” is a Japanese word that roughly translates to “Sign board” or “visual signal”.
  • #22 In the 1940’s, Taiichi Ohno, an Industrial Engineer @ Toyota studied supermarkets, and observed that ... * customers buy what they need when they need it — no more, no less * the store stocks only what it expects to sell He began to look at Toyota’s processes in this light... and the Kanban System was born. https://en.wikipedia.org/wiki/Kanban Line of Balance….
  • #23 Let’s have a look at how it works. Toyota makes cars, so.. let’s imagine a factory with: * a Door Team that can produce up to 2 doors at a time * a Car Team that can assemble up to 3 cars at a time
  • #24 The workflow might look something like this. Each yellow Kanban represents 1 door We have 12 of them (we can build 3 cars at a time) (homework: why is this a bad limit?)
  • #25 An order for a new car comes in
  • #26 The Assembly Team sends 4 Kanbans to the Door team.
  • #27 The Door team receives them and gets started
  • #28 They produce 2 doors other 2 wait on a backlog If any defects are noticed, production stops while they are resolved
  • #29 They deliver the doors & Kanban cards back to the Car team. And get started on the other 2…
  • #30 The Car team receives them while the Door team produces the next 2 doors
  • #31 They use the doors to assemble the car Again, if any defects are noticed, production stops while they are resolved
  • #32 Kanban cards are freed up as the doors are consumed As no other orders have come in, the Kanban cards go back on the shelf
  • #33 Until they’re all done, and the car is assembled and delivered to the upstream process
  • #34 What would happen if 3 cars were ordered at the same time? Kanban makes the bottlenecks obvious! Maybe 12 is the wrong limit? target: 9:00
  • #35 There are only a few rules to Kanban for Lean Manufacturing. Mattias summarises them well. (one rule has become more redundant with digitisation)
  • #36 Kanban is a “Pull” system, not “Push”. I.E.: * Instead of anticipating demand and producing what you think you need * produce only what you need, when you need it.
  • #37 No cheating. * You can’t just start producing items to anticipate demand. * Your boss can’t sneak a request in either!
  • #38 It’s more costly to fix a defective airbag after a car is assembled. Passing defects down the line also erodes trust between teams, and customers.
  • #40 Getting back to Kanban as a Lean Method… Target: 10:30
  • #42 We don’t have Kanban cards circulating around a factory floor. We use Kanban boards & cards to model workflows. Kanban is a process visualisation tool... * Here’s a simple Personal Kanban board we use in our kitchen * Kanban cards move from left to right through the process (as appropriate) * Can be physical, or virtual
  • #43 Here’s a more complex Kanban board, modelling a software dev process that has a sub-process and uses stories as Kanban cards. TODO: PETE Q
  • #44 Here’s another board that has an alternative dev process for fast-tracking fixes.
  • #45 Management policies are explicitly defined, and posted near the Kanban board for all to see.
  • #46  Kanban is a way of balancing demand with capacity... - instead of limiting # kanban cards in circulation - we place limits on work in progress for a given stage in the process - as work is completed, more work is pulled from earlier stages (Limits are a quick way of differentiating between Kanban and a simple task board).
  • #47 Metrics are commonly used to help identify improvements & measure progress.
  • #48 Kanban is a philosophy of continuous evolutionary improvement. only what is needed, when it is needed
  • #49 Kanban is a simple, Lean method. But Simple ≠ easy. Kanban does not tell you: - what roles or meetings to have - *how* to map your process - what your kanban cards should represent - etc… Kanban is great at helping you visualise the status quo. You have to decide what to do about it! --------------------------------------------- For example, in Kanban, you do not *have to* use: - User Stories, Work Packages - Product Backlogs, Gantt Charts - Standups, Retrospectives or Demos But you can if you like. And I’m not saying any are bad ideas.
  • #50 Let’s form teams for our workshop.
  • #51 To me, Kanban boils down to this. Target: 13:00
  • #52 David J. Anderson key personality behind Kanban for Knowledge Workers proposed these 3 founding principles…
  • #54 You’ve got a blank slate, awesome!! But what do you do with it?
  • #56 One of the most common problems I’ve seen in software development is differing definitions of Done. Imagine: Developer: that feature is done Customer thinks: great, I can finally use it in production! Dev actually meant: I’ve written the code for it and it’s ready for QA, still need to write some tests. Recipe for mistrust!
  • #57 Let’s give it a shot! Start Target: 15:00 17:00 Either run this as one big team, or if time: all teams try it. cmd-shift-2 h
  • #58 Target: 22:00 Pick a team to showcase their board. (won’t have time for all!) Don’t have time to get into rules.
  • #59 Here’s why… * If you chose 1 Kanban = 1 Order (a natural choice) * you’re subject to the size of the order If this is a regular occurrence, your stats will be all over the place and it will be hard to analyse & improve flow.
  • #60 I can offer a few strategies for this.
  • #61  You’ve got to start somewhere, and you probably won’t get it right the first time. Expect more adjustments early on, even scrapping it altogether and going with a new design.
  • #62 Target: 25:00
  • #63 Let’s find out!
  • #64 Start Target: 26:00 cmd-shift-2 h
  • #65 for printing
  • #66 Call out to individual teams to get results, write on whiteboard. End Target: 30:00 Expect blocker reasons: * took time looking for ingredients, unsorted pack * limit to amount of bread * confusion
  • #67 In reality, you have limits already! So do the teams upstream & downstream from you! - Environment imposes them (ie: fixed number of bread cards) - You have physical & cognitive limits - Processes have limits By Limiting work in progress on a Kanban board, you’re making your limits transparent. This improves visibility across the entire flow of production, which gives you a more accurate view of the status quo We can then develop a common language that enables us to focus on improvements to our system.
  • #68 Limits can help you reduce batch size, which has positive side effects. E.g.: Say Team A makes 100 sandwiches anticipating a spike in demand. Team B only makes 5. Team A needs more cooled shelf space to store the sandwiches until they’re sold, and thus has higher overheads than Team B. Then they both get a notification from their supplier that the mayonnaise they’ve used has gone off. Who would you rather be... ?
  • #69 Start Target: 32:00 Multitasking is frequently listed as a desirable skill to have... while that’s fine for smaller tasks, there is a real cost to switching between larger tasks, i.e.: projects. This great InfoQ article explains it well, recommend reading it. Use WIP Limits to helps your teams reduce multitasking.
  • #70 One clear benefit of “uni-tasking” projects is that you’ll see value earlier. In Kanban, we switch the focus from “100% resource utilisation” to “Improving the Flow of finished work”.
  • #71 Start placing more value on flow than you do on resource utilisation. In some situations 100% utilisation is counterproductive! You wouldn’t ask the next runners up to run another race (eg: another project), would you? Just because they aren’t running, doesn’t mean they aren’t providing value to your process! Being ready, willing and able to run when it’s their turn is what matters! In their idle time, they can do things like stretching, warming up, checking their shoes, etc.
  • #72 Target: 34:30 Remember: core Lean = Maximise customer value, Minimise waste
  • #73 Kanban is an Empirical, Lean process.
  • #74 Kanban is an Empirical, Lean process. PDCA = Plan, Do, Check, Act. Lean startup: Measure, Learn Adapt. Collaborate: Functional teams are great to improve skills, but we need to come together and improve the flow of value we’re delivering to our customers. Feedback: can be direct from our customers, or measurements like A/B split test results… To determine whether or not we are actually improving, we need something quantitative. We need metrics.
  • #75 Target: 36:30 To determine whether or not we are actually improving, we need something quantitative. We need metrics.
  • #76 But don’t worry, we’ve only got enough time to cover throughput. :) ———————————————————- Here are 3 common metrics you’ll come across in Kanban. Cycle Time: the “work in progress” time it takes a kanban card to move through one or more stages. ** Lead Time: the time it takes a kanban card to be completed (including wait time). Throughput: the number of kanbans that move through the process in a given time period There are other metrics, but we won’t have time to get into them today. ** Caveat: beware of Cycle time, there are different definitions! Key: be consistent in your measurements.
  • #77 Target: 35:00
  • #78 For this exercise, you’ll need to divvy up these three roles. On tables, you’ll find … * A Menu * A deck of food cards * A Kanban board * A set of blank order cards Target: 35:00
  • #79 Briefly walk through process.
  • #80 Orders will be our kanban cards.
  • #81 For printing
  • #88 Target: 38:00 cmd-shift-2 h
  • #89 Each team reports… End Target: 45:00 Skip if low on time
  • #90 How many of you spotted something like this? Just like we saw with the Car Door example, you don’t need to get into the metrics to spot bottlenecks with Kanban. * taking too long to prep food? why? * accepting too many orders? * taking too long to deliver orders? why? * what do our unhappy customers say?
  • #92 for those of you itching to improve… yes the process was intentionally imperfect! ;-)
  • #93 Target: 47:00
  • #94 [5 min] End Target: 53:00
  • #95 [5 min] End Target: 58:00 How can you apply what you’ve learned here? What’s your context? How can you use Kanban? Facilitate, write on whiteboard.
  • #96 Ask people to fill out on the way out: * I got what I wanted out of this workshop: 1 (no) - 5 (yes!) * I enjoyed the workshop: 1 (no) - 5 (yes!) * As a presenter, Steve is: 1 (horrible) - 5 (great!)
  • #99 Here are 3 common metrics you’ll come across in Kanban. Cycle Time: the “work in progress” time it takes a kanban card to move through one or more stages. ** Lead Time: the time it takes a kanban card to be completed (including wait time). Throughput: the number of kanbans that move through the process in a given time period There are other metrics, but we won’t have time to get into them today. ** Caveat: beware of Cycle time, there are different definitions! Key: be consistent in your measurements.
  • #100 You can also use Cycle time for a given set of “In Progress” processes.
  • #101 Both processes aim to eliminate waste, avoid planning too far ahead, and deliver value regularly. But they go about it in different ways. Kanban is less prescriptive than Scrum. As such, it is easier to apply to existing processes.
  • #103 A few examples, there are more…