Revision as of 09:06, 25 June 2014 editErget2005 (talk | contribs)475 editsm Remove unnecessary sentence that didn't make senseTag: Visual edit← Previous edit |
Revision as of 09:24, 25 June 2014 edit undoErget2005 (talk | contribs)475 edits →The Kanban Method: Quite a bit of rewording.
Some of the sentences were improved only for readability. Other changes modified the page to desribe rather than advocate Kanban.Tag: Visual editNext edit → |
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|date=April 2010 |
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|date=April 2010 |
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|isbn = 0-9845214-0-2 }} |
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|isbn = 0-9845214-0-2 }} |
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</ref> is 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. One example of such a pull system is a kanban system, and it is after this popular form of a work-in-progress, limited pull system that the method is named. |
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</ref> is 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: |
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The Kanban method is rooted in four basic principles: |
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;Start with what you do now |
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;Start with what you do now |
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;Respect the current process, roles, responsibilities and titles |
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;Respect the current process, roles, responsibilities and titles |
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:It is likely that the organization currently has some elements that work acceptably and are worth preserving. We must also seek to drive out fear in order to facilitate future change. By agreeing to respect current roles, responsibilities and job titles we eliminate initial fears. This should enable us to gain broader support for our Kanban initiative. Perhaps presenting Kanban against an alternative more sweeping approach that would lead to changes in titles, roles, responsibilities and perhaps the wholesale removal of certain positions will help individuals to realize the benefits. |
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:It is likely that the organization currently has some elements that work acceptably and are worth preserving. The Kanban method seeks to drive out fear in order to facilitate future change. It attempts to eliminate initial fears by agreeing to respect current roles, responsibilities and job titles with the goal of gaining broader support. |
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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 should be 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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=== 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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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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# Visualize |
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#:Visualising workflows supports proper understanding of changes planned and helps to implement them according to this plan. |
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#:The workflow of knowledge work is inherently invisible. Visualising the flow of work and making it visible is core to understanding how work proceeds. Without understanding the workflow, making the right changes is harder. |
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#:A common way to visualise the workflow is to use a card wall with cards and columns. The columns on the card wall representing the different states or steps in the workflow. |
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#: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 ] |
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# Limit ] |
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#:Limiting ] implies that a pull system is implemented on parts or all of the workflow. The pull system will act as one of the main stimuli for continuous, incremental and evolutionary changes to your system. |
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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. |
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#: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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#: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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# Manage flow |
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#:The flow of work through each state in the workflow should be 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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#: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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#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. This is more likely to facilitate consensus around improvement suggestions. |
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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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#Implement feedback loops |
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#:Collaboration to review flow of work and demand versus capability measures, metrics and indicators coupled with anecdotal narrative explaining notable events is vital to enabling evolutionary change. Organizations that have not implemented the second level of feedback - the operations review - have generally not seen process improvements beyond a localized team level. As a result, they have not realized the full benefits of Kanban observed elsewhere. |
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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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#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 improvement actions which can be agreed by consensus. |
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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. |
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#:The Kanban method suggests that a scientific approach is used to implement continuous, incremental and evolutionary changes. |
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#: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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Common models used are: |
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== Open Kanban == |
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== Open Kanban == |
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An , Agile and Lean based method to deliver value for knowledge work like Information Technology, Software Development, Business, Product Development or Personal organization. On the Lean side it is inspired on the work of Taiichi Ohno (Toyota Production System), Eliyahu Goldratt (Theory of Constraints) and W. Edwards Deming. On the Agile side it takes inspiration from the Agile manifesto signers, and in addition contributions from Alan Shalloway’s Kanban for Teams, Corey Ladas Scrumban and David Anderson's early Kanban work. |
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Open Kanban is an , Agile and Lean based method to deliver value for knowledge-intensive work, e.g. in the fields of information technology, software development, business, product development and personal organization. On the Lean side it is inspired on the work of Taiichi Ohno (Toyota Production System), Eliyahu Goldratt (Theory of Constraints) and W. Edwards Deming. On the Agile side it takes inspiration from the Agile manifesto signers, and in addition contributions from Alan Shalloway’s Kanban for Teams, Corey Ladas Scrumban and David Anderson's early Kanban work. |
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It innovates by making the whole method fully open source and free to improve or modify. was written by Joseph Hurtado, and it has been translated by members of the community to French, Italian, Russian and Ukrainian. |
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It innovates by making the whole method fully open source and free to improve or modify. was written by Joseph Hurtado, and it has been translated by members of the community to French, Italian, Russian and Ukrainian. |
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== Kanban Board Example == |
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== Kanban Board Example == |
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Kanban Software Development Workflow<ref>{{Internetquelle|url=http://www.infoq.com/minibooks/priming-kanban-jesper-boeg|titel=Priming Kanban|autor=Jasper Boeg|datum=2012-02|zugriff=2014-02-17|sprache=en|ort=Denmark|hrsg=InfoQ}}</ref> complements ], ] and Waterfall models. |
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Kanban Software Development Workflow<ref>{{Internetquelle|url=http://www.infoq.com/minibooks/priming-kanban-jesper-boeg|titel=Priming Kanban|autor=Jasper Boeg|datum=2012-02|zugriff=2014-02-17|sprache=en|ort=Denmark|hrsg=InfoQ}}</ref> complements the ], ] and Waterfall models. |
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{|class="wikitable" |
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{|class="wikitable" |
The name 'Kanban' originates from Japanese, and translates roughly as "signboard" or "billboard". It was formulated by David J. Anderson is 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:
Anderson identified five core properties that had been observed in each successful implementation of the Kanban method. They were later relabeled as practices and extended with the addition of a sixth.
It innovates by making the whole method fully open source and free to improve or modify. Open Kanban was written by Joseph Hurtado, and it has been translated by members of the community to French, Italian, Russian and Ukrainian.