Kanban Introduction (Annotated)

Kanban

http://availagility.files.wordpress.com/2008/10/kenji-kanban-2.jpg

kanban



kanban systemsWIP (Work In Progress) limited pull system.


Toyota knew they couldn’t (and didn’t want to) build cars in the same mass production way that Ford and GM did.


Taiichi Ohno pioneered the use of kanban systems at

Toyota as a way of providing a Just in Time capability. This is

the basis for Toyota’s approach to building cars at

the rate of demand.



Taiichi Ohno pioneered the use of kanban systems at

Toyota as a way of providing a Just in Time capability. This is

the basis for Toyota’s approach to building cars at

the rate of demand.

The inspiration for kanban came from supermarkets that

were becoming popular in Japan in the early 50’s.


Shelf (WIP)

Shelf (WIP)

Shelf (WIP)

Shelf (WIP)

Shelf (WIP)

Shelf (WIP)

Shelf (WIP)

Back store (Buffer)Shelf (WIP)







Back store (Buffer)

} Buffer

Shelf (WIP)

Back store (Buffer)

} Buffer

Shelf (WIP)

Back store (Buffer)

} Buffer

Shelf (WIP)

The Kanban Method

stop starting, start finishing

David J AndersonBorn in Edinburgh raised in Saltcoats

David J AndersonBorn in Edinburgh raised in Saltcoats

Frustrated with resistance to change he found when trying to help teams

adopt Agile methods David decided to pursue a different approach to help software development organisations

improve.

Microsoft XITWorst to Best in 9 months

http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf





DJA was asked to help the XIT team who were considered one of the worst in there business unit in

2004.






2004.

The backlog of work was exceeding capacity 5 times and it was growing every month.






2004.


DJA helped introduce a WIP limited pull system to change

how work was queued.






2004.


“With no new resources, no changes to how the team performed software engineering tasks like design, coding and testing, the changes to how the work was queued and estimated resulted in a 155% productivity gain in 9 months. The lead time was reduced to a maximum of 5

weeks – typically 14 days. Due date performance improved to greater than 90%. The backlog was worked

off and the department is no longer seen as an organizational constraint. Customers are delighted.”

DJA helped introduce a WIP limited pull system to change

how work was queued.



Corbis IT Way

Corbis IT Way

During his time at Corbis the majority of what is now the Kanban Method emerged.

There is no Kanban Software Development Process or

Kanban Project Management Method



Before we go any further, lets make this clear...



Before we go any further, lets make this clear...

... you apply Kanban to what you do now. Torbjörn

Gyllebring calls it Andban

It helps in 3 ways:

• The Sustainability way

• The Service Oriented way

• The Survivability way

Sustainability

• Helps you understand your capability which helps you better balance the demand.

• By understanding what we can do helps us work at a sustainable pace

• Helps us focus on reducing non-value-added demand (failure demand... aka bugs)

• By being predictable it can helps us reduce disruptive expediting

Service Orientated

• Improve service delivery by taking variability out of the process

• By reducing work in progress we spend less time multi tasking and this helps us improve predictability and lead times

• Scale Kanban in an organisation by scaling it out in a service-oriented fashion

Survivability

• By limiting WIP and managing flow kanban systems help provoke change.

• Kanban Method can also help create a catalyst for evolutionary change and in turn help to create a culture of continuous improvement.

principles

principles

Kanban is based on four principles, they are...

start with what you do now


agree to purse incremental and evolutionary change



initially, respect current roles, responsibilities & job titles



initially, respect current roles, responsibilities & job titles

encourage acts of leadership at all levels

Here’s a simple example Start where you are and deeply understanding how our work

works.

Here’s a simple example Start where you are and deeply understanding how our work

works.

Ask yourself:Who are our customers?What do they ask us for?

What do we do to the requests?And where do they go when you are finished with them?

practices

practices

Kanban has 6 practices...

visualise

Demand Analysis Development Test Released

In�� Progress Done In�� Progress Done In�� Progress Done

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Reason

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Demand Analysis Development Test Released

In�� Progress Done In�� Progress Done In�� Progress Done

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Reason

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We can see the workflowwhat work is where in the workflowwhat kind of work there is (colours)

who is working on what what is blockedand much more...

Ability to search by product

Due: 09/06Start: 07/06End: 08/06

2146767

Cust: ChrisBA: MikeDev: LizQA: Brian

Type: Feature

Digital tracking number

Tracking dates

Contacts

Work item type- Bug

- Feature- Non Functional

- etc

Standard - Fixed Date - Expediteor whatever suits

What can you see here?

A queueUnhappy customers

What would you do? Join it? Come back later?What could the staff at the shop do?



Is there a queue?


Is there a queue?

Is anyone over worked?


Is there a queue?


Does anyone need help?


Is there a queue?



Is there a problem with the way the work works?


Is there a queue?




Is work blocked?


Is there a queue?




Is work blocked?

What kind of work is the team doing?


Is there a queue?




Is work blocked?

What kind of work is the team doing?

The digital tools are great, but where possible use physical boards. They radiate constantly and provide a shared space for

the team.

limit work in progress

Demand�� (4) Analysis�� (5) Dev�� (6) Test Released

In�� Progress Done In�� Progress Done In�� Progress(2)

Done

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Done

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Limiting WIP is the magic sauce.They create slack to allow us to improve

They are what makes it a pull system



Done

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Apply work in progress limits to the columns on your board.

Identify limits that are not so low that they starve the team but are also not so

slack that issues won’t be highlited.



Done

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Done

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Done

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Done

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manage flow

Demand�� (4) Analysis�� (5) Development�� (6) Test Released


Done

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Lead Time

Cycle Time



Done

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Lead Time

Cycle Time

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Reason



Done

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Lead Time

Cycle Time

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Reason



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Lead Time

Cycle Time

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Reason

Manage flow using: - Daily meetings - Cumulative Flow Diagrams - Delivery rate (velocity/throughput) control chart - SLA or lead time target - Flexible staff allocation or swarming behaviour - Deferred pull decisions, or dynamic prioritisation - Metrics for assessing flow such as number of days blocked, lead time efficiency

CFD helps us see irregularities in flow, it also shows the correlation between work in progress and lead time. The more WIP the higher the average lead time. See Littles Law - http://en.wikipedia.org/wiki/Little's_law

http://en.wikipedia.org/wiki/Little's_law

http://en.wikipedia.org/wiki/Little's_law

make process policies explicit



Done

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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary

Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env

Exit Criteria• Customer accepted• Ready for production

Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest



Done

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Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest

Explicit policies like exit criteria, pull criteria, WIP limits, work item types

etc help us create a shared understanding of the system. This

helps when we come to improve, our discussions move away from

emotional and anecdotal to focus on how the system actually works.

implement feedback loops

• Daily stand up meetings in front of the board

• Update key stakeholders regularly

• Managers go see regularly

• ...

improve collaboratively, evolve experimentally

(using models and the scientific method)

• Small continuous, incremental and evolutionary changes that stick

• Understand theories of work, workflow, process and risk

• Carry out regular retrospectives

what can it tell us?



Done

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Bottleneck



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Bottleneck

Analysis has reached it’a WIP limit and there is nothing after

development.

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Failure Demand

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Failure Demand Black dots signify defectsFailure Demand: demand caused by a failure to do something or

do something right for the customer

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Transaction Cost : e.g An expensive time

consuming release process

~

Dev (3)

Test (2) Done Backlog

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~

~ ~

~

Product/Project

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Next(3) Doing Done Demand

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~

~ ~~

~~

Operational

~

Doing Done Todo

~ ~

~

~

Personal

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Proj Duration Done Product

~

~ ~

~

~

Portfolio

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~

BAU

New

OS

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~

~

~

Dev (3)

Test (2) Done Backlog

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~

~ ~

~

Product/Project

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Next(3) Doing Done Demand

~

~

~ ~~

~~

Operational

~

Doing Done Todo

~ ~

~

~

Personal

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~

Proj Duration Done Product

~

~ ~

~

~

Portfolio

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BAU

New

OS

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~

~

You can apply Kanban at many levels. However, the trick is not

to look up or down, but left and right

Agile software development team... can you spot the

blockers?

Waterfall project team

it’s not just for software development teams...

Operations team

HR recruitment... no software development here.

Personal Kanbanleft to right

Todo : Next : Doing : Done

Lean &Toyota Production System

Theory of Constraints

System of Profound Knowledge

much more...

some reading

DJA’s Kanban Book

Kanban summary

Kanban summary


Kanban summary


make the work visible

Kanban summary



limit the work in progress

Kanban summary




establish flow and pull work when ready

Kanban summary




establish flow and pull work when ready

identify and remove impediments to flow

Date post:	27-Jan-2015
Category:	Technology
Upload:	chris-mcdermott
View:	111 times
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Kanban Introduction (Annotated)

Technology