Cars, Trains, and Kanban: How to Move Faster

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  • Cars, Trains and KanbanHow to Move Faster

    Peter Kananen Partner, Gaslight

    teamgaslight.com @teamgaslight

    http://teamgaslight.com

  • What Kanban is not

    SCRUM Alternative?

    Lack of Iterations and Cadence

    Not Planning

    Process for Building Software

  • What does Kanban really mean?

  • What Kanban really means

    Modeling the process Limiting work in progress

    Analyzing FlowPulling, not pushing

  • Our IssuesLimiting work in progress

    Analyzing FlowPulling not pushing

    Poor economic decision making Long cycle times Large batch sizes Over-utilization of capacity Incurring and blind to the cost of queues Optimizing for local efficiencies High WIP Reduced fast feedback Limited insight into how to improve

  • Modeling the Process

  • When you dont model your processLimiting work in progress

    Analyzing FlowPulling not pushing Poor economic decision making Long cycle times Large batch sizes

  • Everything is a system

    http://www.systemsbiology.emory.edu/research/systems-biology-introduction.html

    http://www.advantagefactory.com/integration.html

    http://www.systemsbiology.emory.edu/research/systems-biology-introduction.htmlhttp://www.advantagefactory.com/integration.html

  • What is the goal?

    What is the goal?

  • Throughput is the only goalWhat does Done mean?

  • Hidden WorkWhy To Do, Doing, Done are not enough

  • When you dont model your processLimiting work in progress

    Analyzing FlowPulling not pushing Poor economic decision making Long cycle times Large batch sizes

  • Limiting work in progress

  • When you dont limit WIPLimiting work in progress

    Analyzing FlowPulling not pushing Over-utilization of capacity Blind to the cost of queues Optimizing for local efficiencies

  • ExperimentUtilize all capacity

  • High density = cascading problems

  • What is density?

  • Inventory (and its usually hidden)

  • In product development, our greatest waste is not unproductive engineers, but work products sitting idle in process queues. -

    Donald G Reinertsen

    Which do you want to move?

  • Stop maximizing local efficiencies

  • When you dont limit WIPLimiting work in progress

    Analyzing FlowPulling not pushing Over-utilization of capacity Blind to the cost of queues Optimizing for local efficiencies

  • Pulling, not Pushing

  • When you push instead of pullLimiting work in progress

    Analyzing FlowPulling not pushing Over-utilization of capacity Incur the cost of queues High WIP Reduce fast feedback

  • Trains Implement Kanban

  • The power of pull

  • Pulling helps enforce WIP limits

    Reinertsen, Donald G. The Principles of Product Development Flow

  • When you push instead of pullLimiting work in progress

    Analyzing FlowPulling not pushing Over-utilization of capacity Incur the cost of queues High WIP Reduce fast feedback

  • Analyzing Flow

  • When you dont analyze flowLimiting work in progress

    Analyzing FlowPulling not pushing Increased cycle time Incurring and blind to the cost of queues Large batch sizes Limited ability to improve Further harm economic decision making

  • Lead time & cycle time

  • Outpacing your bottlenecksRemember throughput is the goal

  • Use a Cumulative Flow Diagramhttp://zsoltfabok.com/images/posts/2011-02-05-xp-with-kanban-instead-of-scrum/cfd.png

    http://zsoltfabok.com/images/posts/2011-02-05-xp-with-kanban-instead-of-scrum/cfd.png

  • Historic Cycle Times

  • When you dont analyze flowLimiting work in progress

    Analyzing FlowPulling not pushing Increased cycle time Incurring and blind to the cost of queues Large batch sizes Limited ability to improve Further harm economic decision making

  • What Kanban really means

    Modeling the process Limiting work in progress

    Analyzing FlowPulling not pushing

  • Our IssuesLimiting work in progress

    Analyzing FlowPulling not pushing

    Poor economic decision making Long cycle times Large batch sizes Over-utilization of capacity Incurring and blind to the cost of queues Optimizing for local efficiencies High WIP Reduced fast feedback Limited ability of improvement

  • Additional resources

  • email: peter@teamgaslight.com

    mailto:peter@teamgaslight.com

  • Q&A?

    Peter Kananen Partner, Gaslight

    teamgaslight.com @teamgaslight

    http://teamgaslight.com