The document discusses implementing Kanban practices to improve workflow for an organization facing challenges with demand and capacity balance, quality issues, and inefficient work flow. The goals are to smooth and speed up work flow, increase predictability, improve quality, and enable continuous improvement. Kanban core practices described include visualizing the workflow, limiting work in progress, making process policies explicit, managing flow, implementing feedback loops, and evolving practices. Charts are presented to track lead time and cumulative flow. Questions are provided to help analyze patterns in the data and effects of different events on metrics.

2. Sun Certified Enterprise Architect(SCEA)

6. Our challenges
 Demand and capacity are not
balanced
 Quality issues
 Changing priorities
 Work doesn’t flow, it takes a
while to get things done

7. What we would like to achieve
 Smoother and faster flow of work
(shorter lead time)
 Better predictability
 Higher quality
 Continuous improvement
 Sustainability

9. Kanban core practices
Visualise the
workflow
Limit WIP
Make process
policies
explicit
Manage flow
Feedback
Loops
Improve &
Evolve

10. Control chart (Lead time)
Suggestions:
• Lead time/type of work item (feature, support request, expedite…)
• Lead time/size of work item (S, M, L, XL…)
Mean
80%
confiden
ce
interval
Lead time
Lead time

11. Cumulated flow diagram
Cycle
time
Lead
time
WIP
Incoming
size
Analysis
Test
Development
Done
Todo
Remaining
work

12. Look for patterns
Steps
Bubble
Starvation
Plateau

13. Questions?
Learn from
Get kanban
board

14. Questions?
Debrief
Several different events took place during the course of the game.
Can you see the effects of these on the charts? Can you see
immediate impact? Can you see longer lasting effects? What are
they?
What other kinds of information can be seen on the charts? WIP, cycle
time, velocity/throughput, trends, outliers?
What is the relationship between WIP and cycle time on the CFD, and
how did WIP and cycle time change through the course of the game?
Given our knowledge of cycle time from the Control Chart, if we were
asked to provide an SLA for Standard stories with 90% confidence,
what would a reasonable target cycle time be?
What were the (opportunity) cost of delay curves for the two Fixed
Delivery Date stories?
What about the other stories? Did people begin to consider the whole
value
stream, rather than just one little part of it? Is this a good thing?

15. Questions?
Debrief
Were dice able to be played mainly in their areas of specialization? Is
this a good thing?
Did people begin to think in terms of “pull” from the right? Is this the
way we usually think about our work?
Did we see “swarming” happening in the game? When did it happen?
Was it effective?
Was the work visualized and the status of work readily apparent?
What policies were made explicit? Did these help to streamline
discussion?

16. Questions?
Thank you
Maris Prabhakaran .M
https://in.linkedin.com/in/marisprabhu
marisagility@gmail.com

17. Why Kanban?
I want to see the work in Progress and know
the status of each work item
I want to see the bottlenecks
I want to reduce the lead time
I want to improve the predictability
I want to work in a more Agile way
I work on many different type of work items,
with changing priorities and interruptions
I want to manage many projects with a pool
of resources
I want to do just in time prioritization
I want to improve my process
WIP limits
• Adjust demand to capacity
• Pull system
• Stop starting, start finishing
• Eliminate waste
Lead time, WIP and throughput
Continuous improvement
JIT (just in time)
Start where you are!
WHY HOW

18. Source: http://3.bp.blogspot.com/-
DBZTt579wKA/Twng733BptI/AAAAAAAAALQ/DWKmVU8sXgw/s1600/process-prescription.jpg
Kanban vs other methods