kanban in the kitchen

かんばんキッチンで

Kanbanin the Kitchen

https://pixabay.com/en/chef-frying-fish-frying-pan-fire-311680/

https://pixabay.com/en/chef-frying-fish-frying-pan-fire-311680/

Hi, I’m Steve!

Agile coachSoftware dev manager

Hi, I’m Steve!

Experienced change agent

I like..

TODO: imagesDIY, hiking, skiing

and of course cooking!

Hi, I’m Steve!

Hi, I’m Steve!

Hi, I’m Steve!

Lake District

Hi, I’m Steve!

Achray

Hi, I’m Steve!

I like..

TODO: imagesDIY, hiking, skiing

and of course cooking!

Hi, I’m Steve!

Goals• What is Kanban?• How to use Kanban to…• Visualise Processes• Apply Limits• Make Improvements

Warmup Exercise

Rules:Draw-er faces away from the screen.

No peeking!Draw what your partner describes.

Ask questions!

2 Minutes1.Pair up

2.One person describes a drawing

3.Other tries to recreate it without looking!

1 minute per drawing

Drawing #1

Drawing #2

Why?We need a common

language to communicate effectively!

What is Kanban?

define kanban

;-)

http://agilelion.com/agile-kanban-cafe/what-difference-between-agile-kanban-and-scrum-less-5-minutes

The Agile Pyramid

Lean?

“The core idea is to maximize customer value while minimizing waste.”

http://www.lean.org/WhatsLean/

Todo In Progress(3)

Done

Feed the Cats

Birthday present for

Henry

Make bread

Pickup parcel

Kiwi Gymnastics

Make pumpkin

soup

Wash dishes

Arrange playdate for Kiwi

Cook dinner for

kids

Say “Kanban”

in Japanese

Kanban, a Lean Method(for knowledge workers)

2. a way of managing flow

1. a process visualisation tool

3. a philosophy of collaboration and continuous improvement

Flow

Limit

Kanban Board

KanbanCards

Kanban evolution1. Japanese Word

2. Lean ManufacturingControl Process

3. Lean Method (for Knowledge Workers)

Kanban

http://japanesefile.com/Nouns/kanban_1.htmlKanji “Sign board”看板

“a kanban is more than just a sign, it represents the soul and the honor of a business -- like a family crest in the

European tradition.”- http://www.fredharriman.com/resources/OriginsofKanban.htm

https://pixabay.com/en/kyoto-japan-japanese-style-alley-673322/

Kanban evolution

2. Lean ManufacturingControl Process

3. Lean Method (for Knowledge Workers)

1. 看板 (Kanji) “Sign board”

https://en.wikipedia.org/wiki/Shopping_cartTaiichi Ohno

Kanban - Lean Manufacturing(simplified example)

ProduceDoors

AssembleCars

Door Team(earlier process)

Car Team(later process)

...Limit: 2 doors Limit: 3 cars

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

...limit: 12

Note: In reality, Toyota uses 2 different types of Kanban card. For more detail, see:http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html

“produce 1x door”

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

0. ReceiveProductionInstruction

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

...

0. ReceiveProductionInstruction

7. DeliverAssembled

Doors

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

backlog

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

backlog

Exact number of door panels are produced

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Kanban cards accompanydoor panels

backlog cleared

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Consume door panel

before freeing up the Kanban

card.

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

7. DeliverCars

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

Door Team(earlier process)

Car Team(later process)

3. ProduceDoors

6. AssembleCars

2. ReceiveProductionInstruction

4. DeliverDoors

1. Request

More Doors

5. ReceiveDoors

...Limit: 2 doors Limit: 3 cars

0. ReceiveProductionInstruction

7. DeliverCars

Kanban - Lean Manufacturing(simplified example)

backlog

Kanban Rules(Lean Manufacturing)

1. A later process tells an earlier process when new items are required.

2. The earlier process produces what the later process needs.

3. No items can be made without a Kanban.

4. Defects are not passed on to the next stage.

5. The number of Kanbans is reduced carefully to lower inventories and to reveal

problems.-Mattias Skarin, “Real-World Kanban”, 2015

6. Always attach Kanban to the items.

Kanban Rules(Lean Manufacturing)

1. A later process tells an earlier process when new items are required.

2. The earlier process produces what the later process needs.

3. No items can be made without a Kanban.

4. Defects are not passed on to the next stage.

5. The number of Kanbans is reduced carefully to lower inventories and to reveal

problems.-Mattias Skarin, “Real-World Kanban”, 2015

6. Always attach Kanban to the items.

Kanban is a “Pull” system.

Kanban Rules(Lean Manufacturing)

1. A later process tells an earlier process when new items are required.

2. The earlier process produces what the later process needs.

3. No items can be made without a Kanban.

4. Defects are not passed on to the next stage.

5. The number of Kanbans is reduced carefully to lower inventories and to reveal

problems.-Mattias Skarin, “Real-World Kanban”, 2015

6. Always attach Kanban to the items.

Transparency is

important.

Kanban Rules(Lean Manufacturing)

1. A later process tells an earlier process when new items are required.

2. The earlier process produces what the later process needs.

3. No items can be made without a Kanban.

4. Defects are not passed on to the next stage.

5. The number of Kanbans is reduced carefully to lower inventories and to reveal

problems.-Mattias Skarin, “Real-World Kanban”, 2015

6. Always attach Kanban to the items.

Quality is important

!

Kanban Rules(Lean Manufacturing)

1. A later process tells an earlier process when new items are required.

2. The earlier process produces what the later process needs.

3. No items can be made without a Kanban.

4. Defects are not passed on to the next stage.

5. The number of Kanbans is reduced carefully to lower inventories and to reveal

problems.-Mattias Skarin, “Real-World Kanban”, 2015

6. Always attach Kanban to the items.

Limit Work in Progress

(to helps us improve)

Kanban evolution

2. Lean ManufacturingControl Process

3. Lean Method (for Knowledge Workers)

1. 看板 (Kanji) “Sign board”

Kanban - Lean Method

Todo In Progress(3)

Done

1. a process visualisation tool

Kanban Board

KanbanCard

Feed the Cats

Birthday present for

Henry

Make bread

Pickup parcel

Kiwi Gymnastics

Make pumpkin

soup

Wash dishes

Arrange playdate for Kiwi

Cook dinner for

kids

Say “Kanban”

in Japanese

Backlog

Spec(3)

Develop Regression Test

(3)

Deploy Done

Ready(1)

In Progress(2)

DoneUserStory

Kanban - Lean Method1. a process visualisation tool

Use as many Columns as needed

Sub-divide columns as

needed

Backlog Develop Regression Test(3)

Deploy Done

Fast Track Fix(1)

Spec(3)

Ready(1)

In Progress(2)

Done

Feature

Create “swim lanes” as needed

Kanban - Lean Method1. a process visualisation tool

Todo In Progress(3)

Done

Feed the Cats

Birthday present for

Henry

Make bread

Pickup parcel

Kiwi Gymnastics

Make pumpkin

soup

Wash dishes

Arrange playdate for Kiwi

Cook dinner for

kids

Say “Kanban”

in Japanese

Kanban - Lean Method1. a process visualisation tool

Management policies clearly

defined

rules of the board

How to flag issues?How to manage blocked items?Criteria to enter “In Progress” ?Criteria to exit “In Progress” ?

Responsibilities...

Todo In Progress(3)

Done

Kanban - Lean Method2. a way of managing flow

WIP Limit

Feed the Cats

Birthday present for

Henry

Make bread

Pickup parcel

Kiwi Gymnastics

Make pumpkin

soup

Cook dinner for

kids

Say “Kanban”

in JapaneseArrange playdate for Kiwi

Pull

Wash dishes Pull

Todo In Progress(3)

Done

Feed the Cats

Birthday present for

Henry

Make bread

Pickup parcel

Kiwi Gymnastics

Make pumpkin

soup

Wash dishes

Arrange playdate for Kiwi

Cook dinner for

kids

Say “Kanban”

in Japanese

Kanban - Lean Method

Lead time

Cycle time

2. a way of managing flow

Throughput(aka. delivery rate)

https://commons.wikimedia.org/wiki/File:Cumulative_Flow_Chart.png

Cumulative Flow

Todo In Progress(3)

Done

Feed the Cats

Birthday present for

Henry

Make bread

Pickup parcel

Kiwi Gymnastics

Make pumpkin

soup

Wash dishes

Arrange playdate for Kiwi

Cook dinner for

kids

Say “Kanban”

in Japanese

Kanban - Lean Method3. a philosophy of collaboration &

continuous improvement

Improve flow!

Learn from your efforts!

Visualise.Limit.

Improve.

David J. Anderson’sFoundational Kanban

Principles1. Start with what you do now2. Agree to pursue incremental, evolutionary

change3. Respect current process, roles,

responsibilities & titles

- http://www.djaa.com/principles-kanban-method-0

The key questions…Visualising with Kanban

What steps are in your process?

? ? ? ? ?

?

? ?

Which ones should you include on your Kanban board?How should you organise it?

What should your Kanban cards represent?

What level of detail should they contain?

? ? ? ? ?

?

? ?

?

?

What are the rules of your board?

? ? ? ? ?

?

? ?

rules

How will you flag issues?Criteria to move between

columns?Done?

Who’s responsible for what?…

Team Exercise

https://en.wikipedia.org/wiki/List_of_pizza_varieties_by_country#/media/File:Supreme_pizza.jpg

5 Minutes1. Create a Kanban board for a pizza company that delivers. Must have:

4-6 columnsheadings for each column.

2. Decide what your Kanban cards will represent.

3. Set the rules (if time). E.g.:

criteria to move between columns?how to flag issues?

Showcase

• Demo your Kanban board• What did you include?

exclude?• What will your Kanban cards

represent?

1 Minute

Granularity Matters!

If 1x = 1 order kanban

order details

order #1

all dresse

dlarge

veggieextra large

2 pizzasfor a family

order details

order #2

100 assorted pizzasfor a conference

A few strategies...1. Slice it up!

Normalise the size of incoming work.(e.g.: break up big orders into smaller ones)

2. Redefine!Choose another definition for your Kanbans.

(e.g.: try “1 Kanban = 1 Pizza” instead)

3. Multiple types!Support multiple types of Kanban.

(e.g.: try “1 Red Kanban = big order” as well)

Iterate!

Expect to adjust your Kanban board a lot when you’re starting out

Visualise.Limit.

Improve.

Why on earth would I want to limit WIP and introduce an

artificial bottleneck

into myprocess?!

Exercise2 Minutes

1. How many sandwiches can your team make?

2. What’s stopping you from making more?(1 reason)

Each sandwich has:

any proteinbread butterany veg

2x 1x 1x 1x

use menu & food cards provided

Results!

• How many sandwiches did you make?

• What was your avg throughput? (# sandwiches / minute)

• What key thing stopped you from making more? (1 reason)

2 Minutes

Acknowledge your Limits

• You already have limits!• So do the teams around you• Make them transparent

• Create a common language for improvements!

Reduce Batch SizeMinimise Overheads & Risk

100 Sandwiches 5 Sandwiches

Team A Team B

Bad Mayo!

Reduce Multitasking

https://www.flickr.com/photos/mindonfire/4447448937

source: http://www.infoq.com/articles/multitasking-problems

Value of Unitasking

source: http://www.infoq.com/articles/multitasking-problems

“Uni-tasking”

“Multi-tasking”

Value Flow(over 100% resource utilisation)

https://commons.wikimedia.org/wiki/File:Relay_race.jpg

Visualise.Limit.

Improve.

Improving with Kanban

Agree to pursue incremental, evolutionary change.

This founding principle is essential!

Remember the goal of Lean:

Maximise Customer Value, Minimise Waste.

Improving with Kanban

• Incremental, evolutionary change

• Baby steps

• Be scientific!

• Collaborate to improve

• work together, across teams!

• Create customer feedback loops

• insight on value we think we’re delivering

https://upload.wikimedia.org/wikipedia/commons/7/7a/PDCA_Cycle.svg

empirical“based on, concerned with, or

verifiable by observation or experience rather than theory or pure

logic.”-Google

https://www.flickr.com/photos/tambako/10184698854

Metrics?!

Yes, Metrics ...

# Complete orders

Total TimeAvg Throughput =

Ordered Prepare Serve Finish Complet

e OrdersReady! In

Progress

Served!

Cleanup ☺

Customer

☹ Custom

er

https://commons.wikimedia.org/wiki/File:Cumulative_Flow_Chart.png

Cumulative Flow

“Prepare”Cycle time

Lead time = Time Completed - Time Ordered

= Time Ready - Time Started

“Serve”Lead time= Time Served - Time Ordered

ExerciseRestaurant Kanban

Customer Server Chef

Ordered Prepare Serve Finish Complet

e OrdersReady! In

Progress

Served!

Cleanup ☺

Customer

☹ Custom

er

Menu

Sandwich Salad

Fruit Salad

Pancakes

Cake Hot DrinkCold Drink

Mains

Desserts

Beverages

any veg

pancakespotatoor rice

any cake any fruitjuice, water, etc. tea, coffee, etc.

any meat any veg gravy

2x

any proteinbread butterany veg

2x

1x

1x

1x

4x

1x

1x

1x

1x

4x

1x

1x

1x

Kanban in the

Kitchen

Roast Dinner

any veg

Food Cards

Exercise Order #details

1 item per order

Restaurant KanbanOrdered Prepare

(1)Serve Finish Complete

Orders

Ready! In Progress(1)

Served! Cleanup ☺ Customer

☹ Customer

serving customers high quality fresh food fast!

Order #details

1 item per order

1 Order = Kanban

Ordered

Server1.Take Customer’s orders

2.To enter the queue, kanbans must have:- order #- customer name- order details

prio

rity

Customer1.Place orders every 20s

2.Ask where your food is(after 60s, then every 30s)

Prepare 1

Chef1.Pull orders

2.Prepare order according to details

Finished orders accompany Kanban

ServeReady! In Progress 1

prio

rity

Chef1.Pull orders

Server1.Pull orders

2.Deliver food

3.Resolve issues

Raise issues by placing card in title.

All issues must be resolved to move on to next stage.

Customer1.Check order.

2.Complain if…- there’s a mistake- you get low-quality

food

FinishServed! Cleanup

Server1.Pull orders

Chef1.Pull orders

2.Recycle food

Server1.Record customer

happiness

prio

rity

Complete☺ Customer

☹ Customer

Unsatisfactory Orders?* took longer than 30s to serve* had issues

Server1.Pull orders

2.Move card to appropriate lane

Team Exercise5 Minutes

1. Divide roles: Customer, Server, Chef

2. How many ☺ orders can you complete?

Ordered Prepare Serve Finish Complet

e OrdersReady! In

Progress

Served!

Cleanup ☺

Customer

☹ Custom

er

Results!

• Throughput• % Happy customers

[2 minutes]

Spotting BottlenecksOrdered Prepare Serve Finish Complete

OrdersReady! Deliver Served! Cleanup ☺ Customer

☹ Customer

Number of Kanbans in Ordered & Ready indicate bottlenecks in the

workflow

Oh dear, we have a

problem!

Actionable Metrics

# Complete orders

Total TimeThroughput =

Ordered Prepare Serve Finish Complet

e OrdersReady! In

Progress

Served!

Cleanup ☺

Customer

☹ Custom

er

https://commons.wikimedia.org/wiki/File:Cumulative_Flow_Chart.png

Cumulative Flow

“Prepare”Cycle time

Lead time = Time Completed - Time Ordered

= Time Ready - Time Started

“Serve”Lead time= Time Served - Time Ordered

Use metrics as needed.

Use different levels of granularity to spot potentialimprovements or measure progress.

ok, ok… here’s some

improvement ideas• Sort food cards

• Remove unused food cards

• Ask customers to write down their orders

• Calculate order serve time

• Update menu if items come in/out of stock

• Specialise in certain foods

• Include Customer Waiting To Order stage to measure initial wait time if server is busy.

• Hire more Chefs!

• Hire more Servers!

• … etc …

It’s a

https://en.wikipedia.org/wiki/Wrap_(sandwich)#/media/File:Smoked_chicken_and_avocado_wrap.jpg

Questions?

How can youuse Kanban?

What did you think?

http://techcrunch.com/2015/04/29/the-art-of-giving-feedback/

ReferencesDefining Kanban: * http://www.lean.org/WhatsLean/ * http://www.djaa.com/principles-kanban-method-0 * https://www.google.ca/?q=define+kanban * https://en.wikipedia.org/wiki/Kanban * https://en.wikipedia.org/wiki/Kanban_(development) * http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html * http://www.fredharriman.com/resources/OriginsofKanban.htm * http://leankit.com/kanban/what-is-kanban/ * https://help.rallydev.com/what-is-kanban * https://www.atlassian.com/agile/kanban/ * https://github.com/agilelion/Open-Kanban * http://uk.kaizen.com/knowledge-center/kanban.html * https://kanbanery.com/ebook/GettingStartedWithKanban.pdf * http://agilelion.com/agile-kanban-cafe/what-difference-between-agile-kanban-and-scrum-less-5-minutes * “Real-World Kanban, Do Less, Accomplish More with Lean Thinking” by Mattias Skarin * http://martinfowler.com/bliki/AgileVersusLean.html * http://www.hackerchick.com/2012/01/agile-vs-lean-yeah-yeah-whats-the-difference.html

Limiting WIP: * http://leankit.com/blog/2014/03/limit-wip/ * http://www.psychwiki.com/wiki/Zeigarnik_Effect * http://www.infoq.com/articles/multitasking-problems * http://www.personalkanban.com/pk/primers/the-basics-of-limiting-wip-why-limit-wip-series-post-1/

Metrics * https://stefanroock.wordpress.com/2010/03/02/kanban-definition-of-lead-time-and-cycle-time/ * http://wall-skills.com/2013/cumulative-flow-diagram/ * http://www.kanbanway.com/how-kanban-resolves-the-resource-manager-and-project-managers-dilemma * http://xprocess.blogspot.co.uk/2013/07/whats-difference-between-cycle-time-and.html * https://en.wikipedia.org/wiki/Little%27s_law * https://en.wikipedia.org/wiki/Throughput

When to apply Kanban: * https://www.targetprocess.com/blog/2009/08/5-wrong-reasons-to-apply-kanban/ * https://www.targetprocess.com/blog/2009/08/5-right-reasons-to-apply-kanban/

Scrumban * http://www.scrumban.io/articles/Agile-Scrum-Kanban-101/

Wardley Maps * http://blog.gardeviance.org/2015/07/the-100-day-corporate-get-fit-plan.html - "Figure 4 - A guide for when to use methods" * http://blog.gardeviance.org/2015/03/some-basics-of-operation.html - Figure 4 - Breaking a Map into teams

If there’s time...

3 Kanban Metrics ...

Todo In Progress(3)

Done

Write Kanban

intro

Find Some Funny

Pictures

Wardley Mapping Example

Learn Kanban in Japanese

Read up on Taiichi Ohno

Define Kanban

Define Cycle Time

Calculate Cumulative

Flow Manually

CalculateLead TimeManually

Plan Workshop Lead time

Cycle time

Throughput(aka. delivery rate)

Prediction with Kanban

• When will it be delivered?• use Lead Time + statistics to

answer• (requires a stable system, with

enough data)• use 95% confidence threshold

Kanban vs. Scrum?Kanban Scrum

ContinuousWork in ProgressNo defined roles

WheneverImprove Flow

Lead Time, Cycle Time, Cumulative Flow

Visualise, Limit, Adapt

Less Prescriptive

Regular Time-boxesSize

PO, SM, Dev Team, Scrum TeamStandups, Reviews,

RetrospectivesMeet Sprint Goal

Velocity, Burn-down/up

Inspect & Adapt

More Prescriptive

CadenceLimitsRoles

Change OccursGoal

Common Metrics

Sharing ideas across methods

• Lots of Kanban teams use daily standups, retrospectives, reviews

• You can size work & break it up to help manage flow in Kanban

• Apply WIP Limits in Scrum to avoid taking on too much

• Redefine “done” in Scrum to achieve continuous delivery

• See: Scrumban

Where is Kanban Used?

• Portfolio management• Product development• Product support• Recruitment• Personal Kanban• … and more …