Neel Lakshminarayan

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Origin of Kanban Kanban and Lean Getting started with Kanban Goals Core properties of Kanban Scientific Models Software practices

Japanese word that means visual/signal card. Its origins are in manufacturing in Toyota. Kanban is the method that enables Just In Time (JIT).

An evolutionary change method that utilizes a pull system, visualization, WIP limits and other tools to catalyze a lean outcome in an organization.
Source: David J. Anderson

Systems Thinking

Identify Value

Continuous Improvement

Map the value stream

Pull

Kanban is the journey

Lean is the destination

Source: http://www.agileproductdesign.com

1. 2.

3.

Start with what you do now. Agree to pursue incremental, evolutionary change At the beginning, respect the current process, roles, responsibilities & titles
Source: David J. Anderson

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o

Improve throughput Reduce lead times Improve economic outcomes

From Here

To There

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2. 3. 4. 5.

Visualize work Limit WIP Manage Flow Make process policies explicit Improve collaboratively using models and scientific methods
Source: David J Anderson

Source: http://www.agileproductdesign.com

Identify the constraint Exploit the constraint Subordinate all other processes to the constraint Elevate the constraint If constraint moves, go to step 1
Source: Theory of Constraints (Eliyahu Goldratt)

Demings teachings Toyota Production System

Theory of Constraints
Systems thinking

Lead time = WIP / Throughput

Dont build features that nobody needs right now

Plan
Dont write more specs than you can code

Analyze
Dont write more code than you can test

Code
Dont test more code than you can deploy

Test
Corey Ladas : leansoftwareengineering.com

1.
2. 3. 4.

5.
6.

Focus on Quality Reduce WIP Deliver often Balance demand against capability Prioritize Attack sources of variability to improve predictability
Source: David J Anderson Associates

Defects are the biggest waste

Peer review, TDD, design patterns, collaborative development and other good engineering practices exist for improving quality Reduced WIP improves quality

Sociologists call trust Social Capital Small frequent gestures enhance trust more than large gestures made occasionally.

Frequent iterative delivery increases social capital Small batches of code improve quality

Define the release cadence. Balance it with the input cadence. Pull systems help tremendously here

The throughput will be constrained by a bottleneck. Use WIP limits to identify the constraint.
Dont optimize for utilization. Dont remove all bottlenecks. Create slack. Slack is necessary for continuous improvement.

Prioritization is a business function but engineering can influence it Predictability is a requirement for meaningful prioritization Trust needs to be established before engineering can influence the business

Variability results in more WIP and longer lead times

Reduced variability increases predictability

Reducing variability in knowledge work is challenging but possible

A mechanism to classify work to provide acceptable levels of customer satisfaction at an optimal cost All work items are assigned to a COS Determines priority within the system Spares us from detailed estimates and planning Examples: Standard, Expedite, Fixed Date

Leads to a leaner organization

Improves collaboration Develops a sustainable pace of development Enables a culture of continuous improvement Produces software of higher quality

Stop Starting

Start Finishing

Toyota Production System- Beyond large scale production: Taiichi Ohno Theory of Constraints: Eliyahu M. Goldratt

Managing the Design Factory: Donald G. Reinertsen

Lean Software Development An agile toolkit: Mary & Tom Poppendieck Kanban Successful Evolutionary Change for your technology business: David J. Anderson