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Kanban - Coggle Diagram
Kanban
system
Define Workflow
Define specific for business
Priortise
Decide what should be tackled first
Pull from the queue
not pushed
WIP Limits
Prevent overloading
Core Rules
keep the system in check
Constantly refine
Balance
Demand vs workforce
Supply and Demand
Issues and maintenance
Sales and orders
Toyota's 6 Core Rules
Do not send defective products to the subsequent process
Work in earlier steps - done and complete
Subsequent process comes to withdraw only what is needed
Take only what is needed from the previous step
produce only the exact quantity withdrawn by the subsequent process
No more work is produced than what is neccessary
Level the production
Constant rate to output the product or sole problems
Rate = demand
Kanban is a mean to fine tuning
Using the system - start to smooth out process
Improve efficiecy
Stabilize and rationalize the process
What ever process you pick
Consistent structure
Board
Visualize the workflow
Focuses individuals
Helps with adoption
Column for each step
Row for each item of work
Physical vs Digital
Acceptance Critera
Historical Data
Assests
WIP
Manage the level of multi-tasking
Decides the amount of work in progress at any one time for each step in the workflow
Avoid overload and focus
Less is More
1 Person for Each step
WIP is 1 per column
Priority
80/20 Rule
Some way to work out what is the most importat
Appears at the top
General Methods
Priority Maker
PO / Business Manager / Business Owner
"Kanban Master"
Understands Business
Great relationship with the team
Let the team decide
Experts in the team have a discussion
Dont bypass the PO
Don't bypass stuff in the flow
Measuring and Manage flow
Smooth progression of work through a system
Better flow - more productive team
Improve / Minimize
Hold Ups
Wastages
Bottle Necks
Key Metrics
Cycle Time
To Do to Done
Low as possible
Throughput
Work done or number of complete items in a given time frame
Littles Law
TP = WIP/CT
Any Given WIP
Throughput will increase
if cycle time reduced
Help increase flow
Quality
Number of defects
Number of Bugs
Workflow
Setup of steps to take
Solve a problem
Build a product
Make a sale
Supermarket example
Sell product
Gap appears on shop floor
Replenish shop floor
Gap filled on shop floor
Gap appears in stock room
Replenish stockroom
Supplier
Influenced by company type
To Do
In progress
Vefiy
Done
Pull System
Pull between columns
Dont't push
The role pulls e.g. tester pulls into the testing column
Pull when free
Models to recognize improvement opportunities
Theory of Constraints (study of bottlenecks)
In an organization, always a small number of constraints holding back your ability to deliver products or services
Held back by
People
Process
Equipment
Policies
Dealing with Constraints
Identify
Analyze Kanban Board
Analyze Metrics
Discuss with team and management
Exploit
Exploits max capacity to solve it
e.g. constraint is machinery - running 24 hours a day?
People constraint - have all the resources they need?
Subordinate
De-prioritise things so they can focus on constraint
Do policies need to change to allow people to spend more time fixing defects
Do people need to be re-prioritise to focus on fixing defects rather than start new work
Elevate
Increase capacity
Need new machineary to get moving
New people or training?
Repeate
Back to step 1
All of these help increase flow
The theory of profound knowledage
Lean economic model
History
Origin
From Supermarkets - 1940s
Japanese
Sign / Visual Board
Product Shelves
Stock replenish
Company stock
Toyota 1940s
Learn from Supermarkets
Studies lead to Just in Time concept
Tieicki Ono
Supermarkets Studies
Customer buy products
Shop workers get stock from stockroom
Stockroom order from suppliers
Supplier replenishes the stockroom
Benefits
Supermarket stocks just enough to replenish shelves
Shelves are on re-stocked when there is a gap to be filled
Customers always have some of the product available when they need it
David J Anderson
Kanban Book
Successful evolutionary change for your technology business
5 Core Properties
Visualise Workflow
See how work is progressing
Limit WIP
Limit the work in process aided by a pull system
Measure and Manage flow
Constant evaluation and change when necessary
Make polices explicit
Agreement and consensus on working polcies
Use Models for improvement opportunites
Methods to review and communicate about workflow
Scientific methods