Lets kanban

© 2014, ScaleUp Training and Consulting
1
Let’s KANBAN
2 July, 2016, Pune

This presentation was originally used for the meetup “Let’s
Kanban” by the “Pune Agile Professionals”, Pune (July 2, 2016).
This meetup was hosted by Amit Kaulagekar (Accredited
Kanban Trainer - AKT).

© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.
Kanban
It's for people who want to manage their projects efficiently and SIMPLY.

History
• The idea of Just-in-time production was
originated by Kiichiro Toyoda, founder of
Toyota
• Ohno saw the supermarket as the model for
what he was trying to accomplish (Just-in-
time production) in the factory. late 1940s,
Toyota started studying supermarkets with
the idea of applying shelf-stocking techniques
to the factory floor.
• Around 1950, Toyota introduced JIT and
started using Kanban (signal) cards
• 2005 – 2006, David J Anderson introduced
Kanban to Knowledge world

The meaning of “Kanban”
• Kanban written in Kanji (Chinese characters)
看板 means “sign” or “large visual board”
• Kanban written in Japanese alphabet, hiragana, かん
ばん means signal cards(s)
• In Chinese, only the 看板 version exists. In Chinese,
kanban literally means “looking at the board” but the
method was actually inspired by the signal cards
system used in Japan.
• In manufacturing, a kanban is a visual signal
communicating that an order needs to be placed or
filled.
• Kanban is a method for defining, managing and
improving services delivering knowledge work, such
as professional services, creative industries and the
design of physical and software products.
A “kanban” outside a
Japanese store

Is Lean Kanban the same as Lean Manufacturing?
• How Lean Kanban is different
– Non-physical inventory
– Less focus on waste elimination.
– Less concern about variability. Our work
varies widely!
– Less structured Value Stream Mapping.
• How Lean Kanban is similar
– Focus on Flow; use of WIP limits
– Pull system – we pull work when we have
capacity
– Focus on System over individual
optimization
– Decisions informed by data
– Continuous improvement as evolutionary
change

Kanban – Foundational Principles
• Start with what you do now
• Agree to pursue evolutionary
change
• Initially, respect current
processes, roles,
responsibilities, and job titles
• Encourage acts of leadership at
every level in your organization
– from individual contributor to
senior management

Kanban – General Practices
• Visualize
• Limit work-in-progress
• Manage flow
• Make policies explicit
• Implement feedback loops
• Improve collaboratively, evolve
experimentally (using models & the
scientific method)

Kanban Benefits
• Visibility
• Eliminates overburdening
• Reduces or eliminates multi-tasking
• Shorter lead times
• Better quality
• Deferred commitment

Kanban Myths
• Kanban is only for Support teams
– Kanban is capable of reflecting every process or flow. One must recognize that a Kanban
board doesn’t dictate how your team should break down your work. Instead, it reflects
your optimal process and can be as flexible and varied as your project demands.
• Start with Scrum, move to Kanban
– Scrum is fine to start with if you either already have well-defined teams, or can easily get
them formed. Kanban is designed to start where you are so if you don't have well-
defined teams and they'll be hard to form, start with Kanban. Even if you have teams,
but if there is some resistance to Agile methods, start with Kanban
• There is no planning and estimation in Kanban
– The root of this misconception is the belief that according to Kanban, estimates and
planning would actually be considered waste because they don’t bring direct value, they
only aim to predict how value will be created later on in the project. Although there is a
grain of truth in that, there is a form of waste accepted in the lean world, referred to as
necessary waste. Planning often falls into that category

Kanban Myths
• Explicit policies are static, hard to change and/or inflexible
– A Kanban board reflects the process that the team has stated that they follow. It is not
something to be followed, but rather reflects what the team is doing. If the team sees a
better way to do the work, they should change their policy. It is not meant to be static.
• Kanban helps in improving efficiency but not quality

Personal Kanban
Mapping work | Navigating Life

Personal Kanban
Step 1: Get your stuff ready
Step 2: Establish your value stream
Step 3: Establish your backlog
Step 4: Establish your WIP limits
Step 5: Begin to Pull
Step 6: Reflect
This board is
just an example

Kanban vs Scrum
• Similarities
– Both are Lean and Agile
– Both use pull scheduling
– Both limit WIP
– Both use transparency to drive process improvement
– Both focus on delivering releasable software early and
often
– Both are based on self-organizing teams
– Both require breaking the work into pieces

Kanban vs Scrum
Scrum Kanban
Time boxed iterations prescribed. Time boxed iterations optional.
Uses Velocity as default metric for planning and process
improvement.
Uses Throughput / Lead time as default metric for
planning and process improvement.
Cross-functional teams prescribed. Cross-functional teams optional.
Allows client to change priorities and requirements
during iteration planning
Allows client to change priorities and requirements on
demand
Tickets / Stories must be broken down so they can be
completed within a sprint.
No particular Tickets / Story size is prescribed.
Burn down chart prescribed Cumulative Flow Diagram (CFD) is prescribed
WIP limited indirectly (per sprint) WIP limited directly (per workflow state)
Estimation prescribed Estimation optional
Cannot add items to ongoing iteration / sprint Can pull new items whenever capacity is available
Prescribes 3 roles (PO/SM/Team)
Prescribes 2 roles (Service request Manager, Service
Delivery Manager)
A Scrum board is reset between each sprint A Kanban board is persistent

Kanban Values
• Customer Focus
Knowing the goal for the system. Every Kanban system flows to a
point of realizing value – where customer receives a required
service or item. It is the natural point of focus in Kanban. It's not
good enough to establish a policy that will allow for completing
tasks on time, what you need is completing them to the utmost
satisfaction of the customer.
• Flow
The realization of work as a flow of value, whether continuous or
episodic. Flow brings the sense of a gently ongoing process, some
sort of predictability, which allows to manage any impediments
and issues along the way. Seeing flow is an essential starting point
in the use of Kanban.
• Leadership
The ability to inspire others to action through example, words
and reflection. Successful leadership is one which facilitates self-
organization and individual ability to change for all team
members. Most organizations have some degree of hierarchical
structure, but leadership is needed in Kanban at all levels to
achieve value delivery and improvement.

Kanban Values
• Transparency
It brings together three principles: visualization of process, introduction
of explicit polices and creating feedback loops. The belief that sharing
information openly improves the flow of value. Using clear and
straightforward vocabulary is part of this value.
• Balance
The understanding that different aspects, viewpoints and capabilities
must be balanced with each other for effectiveness. Some aspects (such
as demand and capacity) will cause breakdown if they are out of balance
for an extended period. Inevitably, this has a lot to do with WIP limits.
With their successful implementation, which also includes regular
checking of their relevance, you're able to shorten the cycle time and
delivery rate.
• Collaboration
Working together. The Kanban method was formulated to improve the
way people work together, so collaboration is at its heart. We are
expected to work together and search beyond our inner team to
collaboratively find solutions and make plans for organizational and
process improvements.

Kanban Values
• Understanding
The appreciation of how a process had been working before
we've decided to impose Kanban onto it. It also goes for
getting to know and understand the way the organization
works in general, as well as its approach to all change.
Kanban is an improvement method, and knowledge of one’s
starting point is foundational.
• Agreement
The commitment to move together towards goals,
respecting and where possible accommodating differences
of opinion or approach. This is not management by
consensus but a dynamic co-commitment to improvement.
• Respect
Valuing, understanding and showing consideration for
people. As a pillar of Lean, it implies respecting the current
roles and responsibilities within the change undergoing
organization. Appropriately at the foot of this list, it is the
foundation on which the other values rest.

Kanban Metrics
• Cumulative Flow Diagram
• Lead Time
• Throughput
• Due Date Performance
• Flow Efficiency
• Issues or blocked work items

Kanban Tools

212121© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved. 21
www.ScaleUpConsultants.com
R.E.P. ID: 4358
Name of the Workshop Scheduled Dates Details
Team Kanban Practitioner Certification 9 July 2016 Click Here
Kanban System Design (KMP I) 30 - 31 July 2016 Click Here
SAFe® Agilist (SA) Certification 6 – 7 Aug 2016 Click Here
Certified Agile Coach (ICP-ACC) 26 – 28 Aug 2016 Click Here
PMI-ACP Certification Prep Workshop 10 – 11 Sep 2016 Click Here
Upcoming Events in Pune

Thank You
Be Agile. Scale Up!
22
Contact@ScaleUpConsultants.com
(+91) 9850994003 (Vineet)

Lets kanban

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