Your First Successes with Kanban - Julian M. Kopp - E-Book

Your First Successes with Kanban E-Book

Julian M. Kopp

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Beschreibung

With this book, the author presents a book which is not aimed at Kanban specialists, but at people on their first steps with Kanban. It deliberately supports and focuses on topics relevant for the introduction to the method. It is intended to provide an introduction to this wonderful method, which goes back to the work of David Anderson. The focus is on traceability and comprehensibility. Thus the book offers an ideal companion for the first steps in the implementation of Kanban. This book is based on the content of the Kanban Professional I certification of ITEMO / ICO-CERT. It covers the entire examination material. The mentioned organizations were not involved in the development of this book. It is an independent contribution to the topic.

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Table of Contents

Foreword

Basics of Kanban

Where does Kanban come from? - A short story about Kanban

From physical production to knowledge work

Kanban principles and practices

Basic principles

6 Core practices of the Kanban method

Is Kanban an agile method

The Theory of Constraints

What is the theory of constraints?

The five steps of ToC

Visualize processes

WIP Limits

Advantages of WIP limits

The optimal management of capacities

Systems thinking - the whole is more than its parts

Process improvement as a constant task

Rest periods - the basis for real improvement and sustainability

Control with WIP limits

Determine the appropriate WIP limits

Switching costs

Done

Definition of Done on the Kanban Board

More complex forms of representation in the visualization

The "work of others“

Parallelizations and short iterations

Steps back

Splitting and merging tasks

If A-C is necessary instead of A-B-C

Parking spaces

Metrics

Cycle Time and Lead Time

What is the lead time?

What is cycle time?

Lead time and cycle time

Throughput

Work Item Age

Work in Process

Flow Efficiency

Monte Carlo Simulation

Little's Law

Monitoring

Cycle Time Scatterplot

Cumulative Flow Diagram (CFD)

Service Classes

Expedite (Accelerated)

Fixed Date (Fixed delivery date)

Standard

Intangible (Indefinite)

Delay costs

Service Level Expectations

Meetings

Daily Standup Meeting

Team retrospective

Queue Replenishment Meeting

Release Planning Meeting

Kanban and Scrum

Visualization

WIP Limits

Metrics and monitoring

Further

Kanban - Certifications

Kanban University

IBQMI

ITEMO and ICO

Afterword

Literature list

Foreword

"Start with what you are doing" is the first basic principle of Kanban. I deliberately put this at the beginning of this book about Kanban.

There is a constantly growing number of Kanban books on the market. Some of them seem to be based more on academic discussion of the topic, others are impregnated with practical experience from many projects. Many of them are very extensive - often, for my taste too extensive and too complex.

With this book, I wanted to write a book that is not aimed at Kanban specialists, but supports people on their first steps with Kanban. In my experience, such topics and comments unsettle more than they support.

This book is intended to provide an introduction to this wonderful method, which goes back to the work of David Anderson. I wanted to make it comprehensible and as simple as possible. Based on this, the 2nd principle is then only possible: "Agree that evolutionary change is pursued".

This book is based on the content of the Kanban Professional I certification of ITEMO / ICO. The mentioned organizations were not involved in the development of this book. It is an independent contribution to the topic.

I wish you good first steps on your way into the fascinating world of Kanban

The author

Basics of Kanban

Kanban is a visual system for managing the work during a process. Kanban visualizes both the process (the workflow) and the actual work that goes through this process. The goal of Kanban is to identify and eliminate potential bottlenecks in your process so that the work can be done cost-effectively, at optimal speed or throughput.

Where does Kanban come from? - A short story about Kanban

The first kanban system was developed in the 1940s (after World War II) by Taiichi Ohno for Toyota Automotive in Japan. It was developed as a simple planning system whose goal was to optimally control and manage work and inventory in every phase of production.

The goal was to make optimal use of the very limited resources and means available after the war years and to increase productivity and efficiency of production to the level of international (especially American) competition.

With Kanban, Toyota achieved a flexible and efficient just-in-time production control system that increased productivity while reducing the cost-intensive inventory of raw materials, semi-finished and finished products.

Ideally, a Kanban system controls the entire value chain from the supplier to the end user. In this way, supply interruptions and overstocking of goods in different phases of the manufacturing process are avoided. Kanban requires continuous monitoring of the process. Particular attention is paid to bottlenecks that occur, which would slow down the entire process. The goal is to achieve higher throughput with shorter delivery times. Over time, Kanban has developed into an efficient way of working in a variety of production systems. Kanban was originally conceived as an optimization approach for manufacturing companies in the production of physical products.

From physical production to knowledge work

While Kanban was introduced to the manufacturing industry by Taiichi Ohno, it was David J. Anderson who first applied the concept to IT, software development and knowledge work in general in 2004. He built on the work of Taiichi Ohno. Eli Goldratt, Edward Demmings, Peter Drucker and others. In 2010 he published his first book on Kanban1 . Since then, various international authors have contributed to the topic, some of which have developed Andersons' work considerably2.

The Kanban method is a process to improve your processes step by step. In fact Kanban can be used in almost every context where controllable processes are used. This concerns IT (development, service management) as well as processes in the context of personnel management and procurement, marketing, sales, planning and many more. Based on Kanban, further approaches like "Personal Kanban" have been developed in the last years, which supports the self-organization of single persons3.

Kanban principles and practices

The Kanban approach comprises a set of principles and practices to control and improve the workflow. It is an evolutionary method that promotes step-by-step improvements in a company's processes and the assumption of responsibility for them by those involved in the process. Through the correct use of the principles and practices of Kanban, business processes are optimized by continuously improving the process flow and reducing the associated cycle times. The goal is always to increase the value for the customer and to achieve higher planning reliability.

Kanban is based on four basic principles and six core practices.

Basic principles

Start with what you are doing right now:

Kanban places great emphasis on not making changes immediately. The process is visualized and implemented as it actually exists at the time of Kanban implementation. It is important that the actual lived process is visualized and not the possibly somewhere stored instruction how the process should actually be carried out. With Kanban we start from the current situation and will change it step by step in a process that is comprehensible for the participants and controlled by them.

Agree that evolutionary change will be pursued:

Kanban assumes small, incremental changes. Only if changes take place to a degree that is supported and understood by all participants, the change will be positive and sustainable.

Initially respect existing processes / roles / responsibilities:

Kanban has no specific roles, responsibilities or job titles

4

. An introduction of Kanban should be easy and without any hurdles. It is not necessary to make changes to your existing roles and functions that might perform well. The team will work together to identify and implement any necessary changes. The goal of this very low-threshold implementation is to reduce fears or apprehensions that are often associated with change and can lead to resistance. The participants experience that changes are based on their own insights and are triggered by themselves. This creates a basis for acceptance and identification. At a later point in time, the participants can implement changes in processes, roles and responsibilities, as far as they consider it appropriate.

Encourage to show leadership at every level of the organization:

Kanban promotes continuous improvement at all levels of the organization and states that leadership should not be provided only by specific individuals or roles at a certain level of the hierarchy. People at all levels should engage with existing processes and demonstrate leadership to implement change and continuously improve the way they deliver their products and services.

6 Core practices of the Kanban method

Visualize the flow of work:

A central success factor of Kanban is transparency. This is achieved through a visual representation of the process and the associated work flow that can be seen by everyone involved in the process. The implemented work steps are represented in the form of a physical or virtual representation. Depending on the complexity of your process and the different types of work elements, the Kanban board can be very simple to very complex. When representing the process, care should be taken to represent the process in a reasonable level of detail. This can be further adjusted at any time at a later date if necessary. As soon as you have visualized your process, the implemented work can be displayed on it by the team.

While the process steps are generally displayed in the form of vertical columns, it can prove useful to display different types of work or, if applicable, different service classes separately on one board. This is often done in the form of separate swimlanes. Especially when getting into Kanban, you should take care not to do too much at once and ideally work with only one swimlane and a limited level of detail at the beginning of the process. Based on the experience and knowledge gained, you can later add more detail and additional swimlanes if necessary.

Limit the amount of work

in progress

: