Since the original publication of the Agile manifesto in 2001, the most commonly used Agile methodology has been Scrum. In more recent years, Kanban which originated from Taiichi Ohno’s publications back in 1988, has also been embraced as an Agile methodology, after the fact, because it does follow the Agile manifesto. Both Scrum and Kanban provide a framework for delivering value, but they have clear differences. Combining Scrum and Kanban into what is now referred to as Scrumban is possible, but there is not one single
Kanban is such a simple and effective approach to improve any process. As more individuals, teams and organizations adopt Kanban to increase value to customers, reduce cost and increase innovation, it’s critical to grasp the few core elements of Kanban. To get the full benefit of Kanban, practitioners must achieve mastery of both their process and the mindset of Kanban. The latter is possible by embracing the 5 properties in Kanban (5P) and the conscious effort to manage wasteful behaviors with Muda, Mura and Muri (3M).
Metrics in Kanban are all about understanding the flow of the cards on Kanban boards. In this article, we will focus only on Throughput and Cycle Time. With these two reports and their average over time, we should be able to provide any team (or process) a simple way to track their maturity over time. Throughput is about performance Throughput is based on actual data to represent the number of cards delivered in a given period of time on a specific Kanban board. This metric will
Kanban originated in Japan as a manufacturing system that applies Lean principles to reduce costs in production lines. In the 1940s, the Toyota Production System implemented Kanban to control inventory levels, reduce time to market, improve quality, etc… The introduction of this methodology within the automobile industry provided a great advantage to Toyota. The result of building great efficiency within their processes, by eliminating waste and bottlenecks, helped Toyota become the worldwide leader in their industry. Since Kanban continues to be one of the best kept
You don’t have to work harder or longer. You simply need to change the way you look at your goals. Research on brain imagery explains that making your brain see something is similar to actually performing the action. This is why visualization is such a key property in Kanban, the sheer act of visualizing your work will increase your chances of achieving it. There is no magic, you still have to do the work, but it’s all about how you look at it... Seeing is believing.
Lets start with listing synonyms of the word estimate: calculate roughly, approximate, guess; and a common definition of the word estimate: "to judge tentatively or approximately the value, worth, or significance of". My favorite way to illustrate an estimate is simple: not accurate. There is nothing wrong with that, unless the people requesting or using this estimate don't understand what the word actually means... How often have you received this request from your manager: "Can you work more on this estimate, please make it more accurate". This is the fundamental
Multitasking is defined as the performance of multiple tasks at one time. Experts agree that, aside from a couple exceptions (like walking while chewing gum), multitasking isn’t really possible. Research has shown that we don’t actually do things simultaneously, we just switch back and forth so rapidly we don’t realize we’re doing it. Instead of multitasking, experts now refer to this as “task-switching.” Why Multitasking Doesn’t Work In our society, people seem to be very proud of their alleged ability to multitask, but, in truth,
What is Lean Thinking? Lean thinking is based on the idea of creating more value to customers with fewer resources. It’s a way of organizing human activities so that more benefits are delivered while waste is eliminated. The ultimate goal of Lean thinking is to provide perfect value to the customer through a perfect value creation process while creating zero waste. Origins of Lean Thinking Following the Industrial Revolution, we needed a way to improve the way we manufactured products. Through experimentation we considered many techniques,
These days everyone is quick to brag about their ability to multitask. Interview two dozen candidates for an open position and you will undoubtedly hear every one of them tell you how well they multitask. This 21st-century buzzword has become a badge of honor for people both personally and professionally. It’s become a race to see how many things we can do simultaneously without our heads exploding. Unfortunately, multitasking simply does not work and should be avoided. Why? Because the more you try to spread your