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Kanban Basics for Beginners

created by

Zsolt Fabók ([email protected])

June 22, 2011 @

kaizen WIP kaikaku flow value

stream mapping visualizework flow cycle

time lead time throughput

TPS build failed CFD



Our goal for today

● Have an idea where Kanban comes from

● Understand the core principles of Kanban

● Going down the Rabbit's hole

● Discuss open questions

● The coin game



Before saying anything:

"I promise not to exclude from consideration any idea based on its source,but to consider ideas across schools and heritages in order to find theones that best suit the current situation." [1]

This means the end of statements like “That’s no good – it’s notagile / object-oriented / pure / etc…”, but rather a discussionabout whether idea (agile or plan-driven or impure or whatever)works well in the conditions of the moment.



Chapter I

Origin



A dream business model:

...make an idea possible with the lowest amount of work



Unfortunately, reality is a little bit different...

...you have to invest some money, but - and I don't want

to ruin your day - , but you'll have to do some work aswell

+ +

Building software is very expensive, so we need amethodology which makes it less expensive



Between 1940 and 1950, Japan and Toyotaweren't in the best economical condition

But Toyota had a plan to survive (TPS, [2]):

● Maximize customer value while minimizing waste

● Improve the production process continuously

● Bring out the best from the people



This is the 8th slide and no Kanban so far...

WHERE IS IT?



My apologies... it is there... at the X



By definition, Kanban is a pull-based inventorycontrol system ([2])

Why did Toyota need an inventory controlsystem?

Because inventory is waste, and as such, itneeds to be eliminated

( warning : according to Wikipedia, Kanban isn't an inventory control system, but that

article hasn't been verified yet [3])



Still nothing usable on Kanban, you are talkingabout waste...

All right, I'll play along... WHERE IS IT, AND WHAT IS IT?



As you wish...

+ +

It is here

There are three kinds of waste:

● Muda: damage, wastage, loss, unnecessary expenditure, unnecessary effort

● Muri: overload, overburden, congestion, perversity

● Mura: Unevenness, imbalance, fluctuation, irregularity, deviation



Lean thinking and Kanban helps Toyota deliver quality products with lower investment

Maybe it could work for software development aswell, maybe...

Let's see how it works in software development...

It is working for the chef...



Chapter II

Principles



First principle: visualize the flow

This is the flow, your actual process!

There is no such thing as a standalone Kanban system

It is always applied on a software development processlike Waterfall , Scrum, XP , DSDM or a company-specificone



I visualize my flow in a more transparent way

...because "arrows" and non-visible process states won'thelp you find waste and improvement areas



What do you see on this picture?

I see a huge inventory (11 items), and no customer value



Block your flow so that items will push each other out...

regular approach single piece flow



Second Principle: Limit the actual work in progress(WIP)

Exercise: what needs to be done if the customer wants item'F ' delivered in three days?



What shall I do when I become available?

● start something new

● or help finish something(preferred)

priority



So far so good, when will I see any income?

In this case, let's say that item' A' has been finished in 6days...

...in 6 days?

...that's the lead time lead time

Is this enough? According to Lean, of course...

The answer is: no. You should improve it continuously(Kaizen) or drastically (Kaikaku)



Third Principle: continuous improvement for faster delivery and faster feedback

lead time

cycle time

queued time

workingtime



Chapter III

The rabbit's hole



The flow is continuous, it is always changing, like

a river. There is no other choice than adaptation

[re] visit, [re] prioritize, improveeverywhere

=



For faster delivery:

■ Use MMF (Minimal Marketable Function)it is small, travels fast through the system, but stillholds customer value

■ Apply Little's Law

small batches also travel fast through the system,and it's better to have a fresh apple every day, thana bucket of rotten apples at the end of the week

■ Limit the amount of avatarspeople will do less context switching, whichincreases the speed of the items they are workingon [4]



Prioritise by:

■ business value

■ cost of delay

■ service level agreement (SLA)

■ actual resource availability

■ current throughput and load



Look back, evaluate, and improve:

source: [5]



Closing words

● Don't work on a feature that nobody wants

● Don't write a document that nobody will read

● Don't write code that nobody can/will test

● Don't test a feature that cannot be deployed

And there is a huge difference between being efficientand effective [6]



Thank you very much for your attention!

For more Kanban-related topics, check out my website:http://zsoltfabok.com/



Chapter IV

The Coin Game

source: [7]



References:

[1] http://alistair.cockburn.us/Oath+of+Non-Allegiance

[2] http://www.kellogg.northwestern.edu/course/opns430/modules/ lean_operations/ohno-tps.pdf

[3] http://en.wikipedia.org/wiki/Kanban

[4] http://www.zsoltfabok.com/blog/2010/06/more-kanban-numbers/

[5] http://paulklipp.com/images/ Interpreting_a_Cumulative_Flow_Diagram.jpg

[6] http://leanandkanban.wordpress.com/2011/03/22/lean-is-about-eliminating-waste-right/

[7] http://xtinaq.wiki.zoho.com/CoinGame.html



Recommended websites:

http://blog.crisp.se/henrikkniberg

http://www.limitedwipsociety.org/

http://agilemanagement.net/

http://leanandkanban.wordpress.com/



Recommended books:

Documents

kanbanbasicsforbeginners-110622170234-phpapp02