Kanban: Why It Works - SoftTech.ph 2014
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Kanban is a method for managing knowledge work that uses a visual system to display workflow. It emphasizes just-in-time delivery through a "pull" system where team members pull work from a queue. Limiting work-in-process and exposing process problems through a visual system helps continuously improve the system. This approach balances demand with throughput while reducing waste.
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Kanban: Why It Works - SoftTech.ph 2014
- 1. What It Is, and Why It Works Lorenzo Dee VP of Consulting, O&B SoftTech.ph 2014
- 5. #softtechph Source: 75 Years of Toyota 5/62
- 6. #softtechph Source: 75 Years of Toyota 6/62
- 13. #softtechph Source: What can traffic in stockholm teach you about your development process by Håkan Forss 13/62
- 14. Kanban is a method for managing knowledge work with an emphasis on just-in-time delivery while not overloading the team members. In this approach, the process, from definition of a task to its delivery to the customer, is displayed for participants to see and team members pull work from a queue. #softtechph Source: Wikipedia 14/62
- 15. Kanban can be divided into two parts: #softtechph Kanban system (small "k") The Kanban method (capital "K") Source: Wikipedia 15/62
- 16. #softtechph The word "kanban" (small "k") refers to (看板). A "kanban system" (small "k") refers to a pull system implemented with (virtual) . A visual process management system that tells what to produce, when to produce it, and how much to produce. The "Kanban Method" (capital "K") (as formulated by David J. Anderson) is an approach to incremental, evolutionary process and systems change for organizations. It uses a as the core mechanism to expose system operation (or process) problems and stimulate collaboration to continuously improve the system. Source: Kanban: Successful Evoluoutionary Change for Your Technology Business by David J. Anderson 16/62
- 17. To summarize, the Kanban method: to continously improve the system. #softtechph uses a "pull" system, limits work-in-process, and exposes (or displays visually) the system operation (problems), 17/62
- 19. #softtechph Why use a "pull" system? Why limit WIP (Work-In-Process)? Why expose the process for all participants to see? Why make it visible? 19/62
- 21. #softtechph Push System Pull System Resources are provided to the consumer based on forecasts or schedules. Make all we can (just-in-case). A method of controlling the flow of resources by replacing only what has been consumed. Make what's needed when we need it (just-in-time). 21/62
- 23. #softtechph Balances demand against throughput Eliminates (reduces) waste 23/62
- 24. If you are working on something exciting that you really care about, you don't have to be pushed. The vision pulls you. “ ” Steve Jobs (1955 - 2011) Apple (emphasis added)
- 25. Little's Law: L = average number of users in the system λ = rate at which users arrive in the system W = average waiting time that a user spends in the system #softtechph 25/62
- 26. Little's Law: Let's say, at a store, customers arrive at a rate of 10 per hour, and... #softtechph 26/62
- 27. Little's Law: Let's say, at a store, customers arrive at a rate of 10 per hour, and stay an average of 0.5 hours. Based on Little's Law, we should find that the average number of customers in the store at any time to be... #softtechph 27/62
- 28. Little's Law: Let's say, at a store, customers arrive at a rate of 10 per hour, and stay an average of 0.5 hours. Based on Little's Law, we should find that the average number of customers in the store at any time to be 5. #softtechph 28/62
- 29. Little's Law: L = average number of users in the system λ = rate at which users arrive in the system W = average waiting time that a user spends in the system #softtechph 29/62
- 30. Little's Law: L = average number of users in the system (work-in-process) λ = rate at which users arrive in the system (throughput) W = average waiting time (or cycle time) that a user spends in the system #softtechph 30/62
- 38. To improve cycle time, only two options are available: #softtechph Increase throughput Reduce WIP 38/62
- 39. What does WIP reduction have to do with software development? There is causation between quantity of WIP and average lead time (or cycle time), and the relationship is linear. “ ” David J. Anderson, p. 27, Kanban: Successful Evoluoutionary Change for Your Technology Business
- 40. Longer lead times seem to be associated with significantly poorer quality. “ ” David J. Anderson, p. 27, Kanban: Successful Evoluoutionary Change for Your Technology Business
- 41. In fact, an approximately six-and-a-half times increase in average lead time resulted in a greater than 30-fold increase in initial defects. “ ” David J. Anderson, p. 27, Kanban: Successful Evoluoutionary Change for Your Technology Business
- 42. However, at the time of writing there is no scientific evidence to back up this empirically observed result. “ ” David J. Anderson, p. 28, Kanban: Successful Evoluoutionary Change for Your Technology Business
- 47. #softtechph Limiting WIP limits cycle time and average lead time Increased lead times lead to increase in initial defects and poorer quality 47/62
- 49. #softtechph Source: Scrum and XP from the Trenches, by Henrik Kniberg 49/62
- 50. #softtechph Source: Scrum team converts to Kanban 50/62
- 60. #softtechph Allows everyone see the system (and its bottlenecks if any) Allows the team to self-organize earlier 60/62
- 61. To summarize, the Kanban method works because: to continously improve the system. #softtechph it uses a "pull" system, limits work-in-process, and exposes (or displays visually) the system operation (problems) 61/62
- 62. info@orangeandbronze.com g+ gplus.to/lorenzo.dee twitter @lorenzodee www lorenzo-dee.blogspot.com github github.com/lorenzodee