1. Ingar Jentoftsen and Morten Ulrik Sørensen
15th May 2012
Kanban in Maersk Line

2. Tokyo Imperial Garden

3. Lean Kanban System
youtube

4. Toyota Kanban
• WIP kontrol
• Pull vs Push

5. Ingar Jentoftsen and Morten Ulrik Sørensen
15th May 2012
Kanban in Maersk Line

6. X-leap: The goal
Under Maersk Lines paraplystrategi - streamLINE - er der i værksat en række
initiativer, der sikre at rederiet bliver endnu mere konkurrencedygtige gennem
industriens bedste leveringssikkerhed, fortsatte CO2-reducerende initiativer og
sidste men ikke mindst ved at sætte kunden i fokus, oplyser Eivind Kolding til Klaus
Lund & Partneres nyhedsbrev.
X-Leap er Maersk Lines største og vigtigste af disse programmer.
Formålet er at gøre det ligeså enkelt at booke en container hos os som en
bog hos Amazon.com
Maersk Line CEO
Source: http://epn.dk/brancher/transport/skib/article2069838.ece

7. Agile Project
?

8. 4 co-located teams
Daily team stand-ups
Daily Scrum of Scrums
Sprints of 3 weeks
Release after 2 sprints
Traditional SCRUM board
A story backlog per team
Sprint level stories

10. Still Challenges
• Variation in the number of stories we delivered in each
release
• Increasing number of unfinished features
• Our metrics indicated an increase in the effort (number of
story points) we delivered in each release, but we got less
functionality
• Uneven load on the individual team members

11. Needed improvements
• We needed to focus on completing functionality that would
deliver value
• We needed to deliver value to our sponsors in each release
• We needed to be more predictable
• We needed to better utilize the full team capacity

12. Visualize the Workflow
• Map the existing development process in the team
• Identify value adding activities, hand-over point, and
queues
• Visualize the workflow on the team’s board (Kanban Board)

13. Visualize the Workflow
To Do In Progress Done
To Do In In Development Waiting for Verification Done
Prep. Deployment Ready Tested

14. Limit Work in Progress
• Feature (stories) that has independent value and can be
release
• Commit to deliver a complete feature
• Focus the team on completing work already started
• Focus on what is left to do, rather than what we have done
• Collaboration
• Pair Programming
• Grow T-Shaped people

15. Limit Work in Progress
To Do In Progress Done
To Do In In Development Waiting for Verification Done
Prep. Deployment Ready Tested
U R G E N T

16. Make Process Policies Explicit
• Agree on policies regarding
• Definition of Done
• Workflow
• Work in Progress limits
• Acceptance and Sign-Off
• Prioritization
• Make polices visible on the board

17. Make Process Policies Explicit
To Do In Progress Done
To Do In In Development Waiting for Verification Done
Prep. Deployment Ready Tested
Policies
U R G E N T

18. Measure and Manage the Flow
• Identify metrics That are meaningful for the team
• How are we performing?
• Are we happy with our performance?
• How do we like to perform in the next release?
• Make the metrics visible on the board
• Use the metrics and data as input to discussions on how the
team can improve - retrospectives

19. Metrics
• Value Delivered
• Number of features delivered
• Number of value points delivered
• Cycle Time
• Number of working days per feature
• Number of working days over Story Size
• Quality
• Number of defects
• Time to fix (Cycle Time)

20. Number of Stories
20
40
60
80
0
100
120
K1_1
K1_4
K1_7
K1_10
K2_3
K2_6
Karpo
K2_9
K3_2
K3_5
K3_8
Performance
L1_1
L1_4
Done
L1_7
L1_10
L2_3
L2_6
Lycos
L2_9
L3_2
L3_5
Development
L3_8
M1_1
M1_4
M1_7
M1_10
M2_3
Grooming M2_6
Metis
M2_9
M3_2
M3_5
M3_8
Backlog
N1_-2
N1_2
N1_5
N1_8
N2_1
N2_4
Nike
N2_7
N2_10
N3_3
N3_6
N3_9

21. Feature Cycle Time
Icarus 3 – Nike 3
90
80
Number of Working Days
70
60
50
40 Longest
Shortest
30
Average
20
10
0
Sprints

22. Delivery vs. Commitment Date
15
10
Days Late
5
0
Committed
-5
Days Early
-10
-15

23. Cycle Time / Size
0-20p 21-50p 51-100p 101p -
2.50
2.00
Cycle Time / Size
1.50
1.00
0.50
0.00
0 50 100 150 200 250 300
Size

24. Continuously Improve
• Keep improving the team’s process and flow through regular
team retrospectives
• Keep improving the project’s process and flow through
regular project retrospectives
• Keep improving and adapting the Kanban boards to support
the processes
• Experiment within the team and across the project

25. Continuously Improve

26. Scaling
• Alignment through daily stand-ups
• Project Kanban board
• Focus on flow of features
• Focus on project deliveries
• Focus on collaboration across teams
• Focus on removing impediments

27. Make Process Policies Explicit
Feature Queue Techniucal Teams Grooming In Development Done
Queue
Feature Technical Defects

28. Tracking Cycle Time

29. Questions?
Ingar Jentoftsen
Delivery Manager
X-Leap Maersk Line IT
+45 3363 8858
ingar.jentoftsen@maersk.com

30. Back Up Slides

31. X-leap: Value stream analysis for a feature
X-leap: Root cause analysis for why hardening phase takes so long