This document provides an introduction to Kanban, including: 1. The background and origins of Kanban in lean manufacturing. 2. The key elements of the Kanban method including visualizing workflow, limiting work-in-process, managing flow, establishing explicit policies, improving collaboratively through kaizen, and implementing feedback loops. 3. Tools that can be used to implement Kanban and references for further reading on Kanban.

1. KANBAN INTRODUCTION

2. Agenda
¨ Background About Kanban
¨ Kanaban Method
1. Visualize
2. Limit Work in Process (WIP)
3. Manage Flow
4. Explicit Policies
5. Improve Collaboratively
6. Implement Feedback Loops
¨ Kanban Values
¨ Tools
¨ References
¨ Q/A

3. Managing Projects Using Kanban
BACKGROUND ABOUT KANBAN
3

4. What is Kanban: Imperial Palace in
downtown Tokyo4

5. Admission Tickets
5
* David Anderson, Kanaban

6. Kanban
6
¨ Kanban is developed by Taiichi Ohno, at
Toyota
¨ Kanban is one of the tools used in
Production
¨ Literally means the Signboard
¨ Also, it is used in Just-in-Time (JIT)
Production System as a visualization
and tracking tool
Taiichi Ohno

7. Kanban in Software Development
7
¨ Kanban is a method for managing
knowledge work with an emphasis on just-
in-time delivery while not overloading the
team members.
¨ Formulated by David J. Anderson David J. Anderson

8. Kanban Method Basic Elements
8
1. Visualize: the work and the workflow
2. Limit Work in Process (WIP)
3. Manage Flow
4. Explicit Policies
5. Improve Collaboratively - using models and the
scientific method
6. Implement Feedback Loops

9. Managing Projects Using Kanban
VISUALIZE THE WORKFLOW
9

10. Visualize the Workflow
10
David Anderson, Kanban: Successful Evolutionary Change for Your Technology Business

11. Stages and Buffers
11
* David Anderson, Kanban: Successful Evolutionary Change for Your Technology Business

12. Blocked Item
12
* David Anderson, Kanban: Successful Evolutionary Change for Your Technology Business

13. A Real Kanban
13

14. Exercise
14
¨ Create a board with workflow steps and swim lanes as
necessary

15. Managing Projects Using Kanban
LIMIT WORK IN PROCESS (WIP)
15

16. Kanban Method Basic Elements
16
1. Visualize: the work and the workflow
2. Limit Work in Process (WIP)
3. Manage Flow
4. Explicit Policies
5. Improve Collaboratively - using models and the
scientific method
6. Implement Feedback Loops

17. What is the Velocity?
17

18. Processor Utilization?
18

19. Open Discussion
Introduction to Agile Software Development 19
Productivity and
Multitasking?

20. Open Discussion
Introduction to Agile Software Development 20
Quality and
Multitasking?

21. Huge Tacit Knowledge
21
http://emcrit.org/wee/tacit-knowledge-podcasting/

22. Open Discussion
Introduction to Agile Software Development 22
What about many
customers?

23. Name Writing Game
23
¨ Policy: No customer should wait, we should deliver to
them frequently to keep them satisfied
¨ Policy: Service customers one by one

24. Why Limit WIP?
24
Number of Tasks % Time on each task
1 100
2 40
3 20
4 10
5 5
More than 5 Random
Source: Quality Software Management,
vol.1, Systems Thinking, Gerald M.
Weinberg, Dorset House, New
York, 1992.

25. The Cost of Multitasking
25
* Ken Rubin, Essential Scrum, quoted from Wheelwright, Steven C., and Kim B. Clark. 1992. Revolutionizing Product
Development

26. Delivery System
26
• >> Jesper Boeg, Priming Kanban
¨ “Your software delivery system only has a certain
capacity. If you try to press your system beyond its
capacity, it will lead to:
¤ lower quality
¤ unsustainable pace
¤ higher maintenance costs”

27. WIP Other Benefits
27
¨ Minimize multitasking to ensure team focus
¨ Enable “stop the line” behavior
¨ Encourage swarming to resolve problems

28. Visualize the WIP Limit 1
28
* David Anderson, Kanban: Successful Evolutionary Change for Your Technology Business

29. Visualize the WIP Limit 2
29
* David Anderson, Kanban: Successful Evolutionary Change for Your Technology Business

30. Agile Project Management Using Kanban
MEASURE & OPTIMIZE FLOW
30

31. Kanban Method Basic Elements
31
1. Visualize: the work and the workflow
2. Limit Work in Process (WIP)
3. Manage Flow
4. Explicit Policies
5. Improve Collaboratively - using models and the
scientific method
6. Implement Feedback Loops

32. Measuring Item Lifecycle
33
Received in the
Backlog
Assigned
but
waiting
Started
Analysis
Waiting
Started
Coding
Waiting
Started
Testing
Lead Time
Processing Time
Wait Time
Cycle TimeBacklog Wait Time
…

33. Cumulative Flow Diagram 1
34
* David Anderson, Kanban: Successful Evolutionary Change for Your Technology Business

34. Cumulative Flow Diagram 2
35

35. 38

36. Cumulative Flow Diagram 5
39
https://confluence.atlassian.com/display/GH/Tutorial+-+Tracking+a+Kanban+Team

37. Individual Cycle Time
40

38. Defect Rate
41

39. Managing Projects Using Kanban
EXPLICIT POLICIES
45

40. Kanban Method Basic Elements
46
1. Visualize: the work and the workflow
2. Limit Work in Process (WIP)
3. Manage Flow
4. Explicit Policies
5. Improve Collaboratively - using models and the
scientific method
6. Implement Feedback Loops

41. Explicit Transition Criteria
47
* David Anderson, Kanban: Successful Evolutionary Change for Your Technology Business

42. Exercise
49
¨ Discuss “Done Definition” for each phase and agree on it
and write it down the chart

43. Managing Projects Using Kanban
IMPROVE COLLABORATIVELY
50

44. Kanban Method Basic Elements
51
1. Visualize: the work and the workflow
2. Limit Work in Process (WIP)
3. Manage Flow
4. Explicit Policies
5. Improve Collaboratively
6. Implement Feedback Loops

45. Kaizen Culture
52
¨ Literally means “good change”
¨ Everyone: “Stop the line”, initiate Kaizen if necessary.

46. Kaizen Activities
53
¨ Standardize an operation and activities
¨ Measure the operation (find cycle time, ..)
¨ Gauge measurements against requirements
¨ Innovate to meet requirements and increase productivity
¨ Standardize the new, improved operations
¨ Continue cycle

47. Kaizen Culture
54
¨ A kaizen culture is one in which individuals feel
empowered, act without fear, affiliate spontaneously,
collaborate, and innovate.
¨ A kaizen culture has a high degree of social capital and
trust between individuals, regardless of their level in the
corporate hierarchy.
¨ Kanban provides transparency on both the work and the
process through which the work flows.

48. Managing Projects Using Kanban
FEEDBACK LOOPS
55

49. Kanban Method Basic Elements
56
1. Visualize: the work and the workflow
2. Limit Work in Process (WIP)
3. Manage Flow
4. Explicit Policies
5. Improve Collaboratively
6. Implement Feedback Loops

50. Feedback Loops
57
¨ Daily standup meetings
¨ Kaizen meetings (Retrospective)

51. Kanban Values
60
1. Respect
2. Leadership
3. Customer Focus
4. Transparency
5. Collaboration
>>Some of Mike Burrows Values
http://positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/

52. Leadership - 1
61
¨ The manager administers; the leader innovates.
¨ The manager is a copy; the leader is an original.
¨ The manager maintains; the leader develops.
¨ The manager focuses on systems and structure; the
leader focuses on people.
¨ The manager relies on control; the leader inspires
trust.
¨ The manager has a short-range view; the leader
has a long-range perspective.

53. Leadership - 2
62
¨ The manager asks how and when; the leader asks what and why.
¨ The manager has his or her eye always on the bottom line; the
leader’s eye is on the horizon.
¨ The manager imitates; the leader originates.
¨ The manager accepts the status quo; the leader challenges it.
¨ The manager is the classic good soldier; the leader is his or her own
person.
¨ The manager does things right; the leader does the right thing.
>> http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-
management-and-leadership/

54. Kanban Tools
63
¨ Kanbanize.com
¨ kanbanflow.com
¨ Jira with Jira Agile
¨ Many other tools exist

55. References
64
¨ David Anderson, Kanban: Successful Evolutionary
Change for Your Technology Business
¨ Henrik Kniberg, Mattias Skarin, Kanban and Scrum -
making the most of both
¨ Jesper Boeg, Priming Kanban
¨ Stop Starting, Start Finishing, by Arne Roock (Author),
Claudia Leschik (Illustrator)