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Scrumban – Blending Agile, Scrum and Kanban into a methodology that works for you

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 way of doing Scrumban. We will also illustrate the variations of Scrumban so that anyone can figure out which approach is best for their needs. Agile (4 values, 12 principles) The details of the Manifesto for Agile Software Development can be found at agilemanifesto.org. The beauty of this manifesto is that it provides just enough direction, but permits anyone to choose their ideal trajectory.

By |2022-05-17T11:08:23-07:00September 21st, 2017|Kanban, Scrumban|

Doing Being and Flowing in Kanban (5P and 3M)

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). Doing the 5P The 5P are the basic properties to follow when using Kanban. They help you get started with your first board, but they also govern the way to get better over time. Simplicity is a virtue and there is an art to keeping things simple, so just follow the 5P and you will be fine. 1. Visualize the Workflow This is such

By |2022-06-01T14:11:15-07:00August 1st, 2017|Kanban, Lean Thinking, Toyota Production System|

Throughput and Cycle Time: Kanban Metrics to Track Performance and Responsiveness

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 provide the team represented on a Kanban board a way to track their performance over time. In our example above, the team has delivered 10, 8, 12, and 10 cards in each of the last 4 weeks. The average throughput is 10 cards per week. As the team keeps tracking its throughput, it will also seek ways to improve it over time.

By |2022-09-17T17:21:13-07:00May 17th, 2017|Kanban, Metrics, Multitasking, Process Flow|

Kanban explained in 100 words to improve both your business and personal life

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 the Kanban methodology continues to be one of the best kept secrets to significantly improve the way you work, we will expose the method from its roots in the manufacturing world and see how it can be applied to today’s business and personal world. Its origin defined in 25 words... Kanban is a Japanese manufacturing process that regulates the flow of materials by using instruction cards to signal a specific request within

By |2021-02-19T03:06:44-07:00April 27th, 2017|Kanban|

Increase Your Performance Today with This Simple Kanban Concept

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. Consider what would happen if every morning your started your day by actually looking at your goals for that day. I don’t mean looking at a never ending to-do list... I am suggesting instead to actually see in your mind what you believe could be accomplished today with a laser focus on only one or two things to get 100% done today. As

By |2018-08-13T14:55:45-07:00April 6th, 2017|Kanban, Lean Thinking, Multitasking, Personal Kanban|

To estimate (or not) in Kanban? Leveraging lean thinking to eliminate waste

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 problem with having estimates, they are not meant to be accurate and that's ok because they are estimates! So should we use estimates? It depends on why, when and what you need the estimate in the first place. When we think of Kanban, how do we estimate the work on a Kanban board? The best way to illustrate this concept is to consider how amusement parks

By |2022-05-17T12:56:34-07:00March 22nd, 2017|Kanban, Lean Thinking|

Why Multitasking Doesn’t Work – And How Kanban Can Help

Multitasking is defined as the performance of multiple tasks at one time. Experts agree that, aside from a couple of 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, rapid task-switching does not work well. Our brains function optimally when we focus on one task at a time. Every time we switch tasks (whether quickly or slowly), we engage four areas of the brain – the pre-frontal cortex, posterior parietal lobe, anterior cingulate gyrus, and pre-motor cortex (Source: Multitasking: Switching costs from American Psychological Association). That’s a lot of brain matter tied up

By |2022-04-25T08:50:33-07:00March 7th, 2017|Kanban, Multitasking, Personal Kanban|

Lean Thinking – Not just for manufacturing

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, but, in the end, Lean thinking rose to the top as it reduced cycle time, improved quality and reduced costs. Henry Ford was one of the pioneers of this methodology as he was the first person to integrate an entire production process. He developed the first moving assembly line dubbing it “flow production.” The Toyota Production System came about later, but is another

By |2022-05-21T01:13:13-07:00February 25th, 2017|Kanban, Lean Thinking, Toyota Production System|