| Revision as of 15:42, 2 September 2014 edit23.30.31.61 (talk) →Kanban Method's six core practices← Previous edit |
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;Leadership at all levels |
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;Leadership at all levels |
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:Acts of leadership at all levels in the organization, from individual contributors to senior management, are encouraged. |
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:Acts of leadership at all levels in the organization, from individual contributors to senior management, are encouraged. |
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=== Kanban Method's six core practices === |
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Anderson identified five core properties that had been observed in each successful implementation of the Kanban method.<ref name="Anderson1"/> They were later relabeled as practices and extended with the addition of a sixth. |
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# Visualize |
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#:Visualising workflows supports proper understanding of changes planned and helps to implement them according to this plan. A common way to visualise the workflow is to use a card wall with cards and columns. The columns on the card wall represent different states or steps in the workflow. |
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# Limit work in progress |
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#:Limiting ] implies that a pull system is implemented on parts or all of the workflow. The pull system acts as one of the main stimuli for continuous, incremental and evolutionary changes to the system. The pull system can be implemented as a kanban system, a ] system, a ] system, or some other variant. The critical elements are that work-in-process at each state in the workflow is limited and that new work is “pulled” into the new information discovery activity when there is available capacity within the local WIP limit. |
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# Manage flow |
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#:Each transition between states in the workflow is monitored, measured and reported. By actively managing the flow the continuous, incremental and evolutionary changes to the system can be evaluated to have positive or negative effects on the system. |
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#Make policies explicit |
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#:Until the mechanism of a process is made explicit, it is often hard or impossible to hold a discussion about improving it. Without an explicit understanding of how things work and how work is actually done, any discussion of problems tends to be emotional, anecdotal and subjective. With an explicit understanding it is possible to move to a more rational, empirical, objective discussion of issues. |
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#Implement feedback loops |
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#:Organizations that have not implemented the second level of feedback - the operations review - generally do not see process improvements beyond a localized team level. |
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#Improve collaboratively, evolve experimentally (using models and the ]) |
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#:The Kanban method encourages small continuous, incremental and evolutionary changes that stick. When teams have a shared understanding of theories about work, workflow, process and risk, they are more likely to be able to build a shared comprehension of a problem and suggest improvements which can be agreed to by consensus. The Kanban method suggests using a scientific approach to implement continuous, incremental and evolutionary changes. |
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Common models used are: |
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* ] (the study of bottlenecks) |
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* ] (a study of variation and how it affects processes) |
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* ] economic model (based on the concept of elimination of "waste" (or ], ] and ])). |
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== Kanban board example == |
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== Kanban board example == |
The name 'Kanban' originates from Japanese, and translates roughly as "signboard" or "billboard". It was formulated by David J. Anderson as an approach to incremental, evolutionary process and systems change for organizations. It uses a work-in-progress limited pull system as the core mechanism to expose system operation (or process) problems and stimulate collaboration to continuously improve the system. It is rooted in four basic principles: