The document outlines the importance of setting work in progress (WIP) limits in a Kanban system to enhance workflow and minimize bottlenecks. It emphasizes the need for individual WIP limits for team members, as well as the necessity of managing input queues and buffers to optimize processes. Additionally, it discusses the importance of avoiding pressure on the team while ensuring continuous improvement through the proper implementation of WIP limits.

1. Set Work In Progress
Limits
Kanban - Chapter 10

2. Limits for tasks
• set Work in Progress (WiP) limits in the team
• WiP are individually for the producer, pair, team
• WiP can be adapted any times in the team

3. Limits for queues
• queues should be as small as possible
• necessity: variability can be restricted and the
workflow are maintained

4. Buffer and bottlenecks
• buffer should be as small as possible
• buffer and queues increase the whole WIP limit
• buffer > WiP > lead time

5. Size of the input queue
• the size of the input queue is given by the
prioritization meeting
• input queue should be refilling as fast as possible
• idle time is to avoid

6. Unlimited sections
• theory of constraints „Drum Buffer Rope“ allows
partly no WiP
• Kanban provides WiP per column, but
sometimes with exceptions (e.g. queue column)

7. Do not put pressure on team
• small WiP limits causes pressure on the team
- results is that the project stops
• use idle times for optimization
• J-curve effect

8. Mistake: not set WiP limit
• if WiP limit is set identify process errors
• without WiP limits -
result: no continuous improvement for the
process and team

9. Allocation of capacity
• define WiP limit for the whole Kanban board
• define WiP limits for the service level agreements
• define capacities for each service level agreement

10. Conclusion
• define WiP limits per board, column, person
• individually adaption of the WiP
• use positive tension of the WiP limits