9.2 Kanban
10 min read•august 20, 2024
Kanban is a visual workflow management method that optimizes work by visualizing processes, limiting work in progress, and promoting . Originally developed for manufacturing, it's now widely used in software development and other knowledge work areas.
Kanban's core principles include visualizing workflow, limiting work in progress, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively. These principles help teams reduce waste, deliver value efficiently, and adapt to changing needs over time.
Kanban overview
- Kanban is a visual workflow management method that originated in manufacturing but has been widely adopted in software development and other knowledge work
- Kanban aims to optimize the flow of work by visualizing the workflow, limiting work in progress, and continuously improving the process
Origins of Kanban
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Top images from around the web for Origins of Kanban
All About Pull Production – Kanban Components | AllAboutLean.com View original
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Push vs pull | Taiichi Ohno is the engineering genius behind… | Flickr View original
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Toyota Triangle Kanban Overview | AllAboutLean.com View original
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- Kanban was developed by at Toyota in the late 1940s as a way to optimize the company's manufacturing processes
- The word "Kanban" is Japanese for "visual signal" or "card", referring to the visual nature of the system
- Kanban was inspired by the way supermarkets stock shelves based on customer demand, aiming to minimize inventory and maximize efficiency
Kanban vs Scrum
- Kanban and Scrum are both Agile frameworks, but they have some key differences in their approach and implementation
- Scrum is based on fixed-length iterations (sprints) with predefined roles and ceremonies, while Kanban is more flexible and focuses on continuous flow
- Kanban does not prescribe specific roles or meetings, allowing teams to adapt the framework to their unique needs and context
Kanban principles
- Kanban is based on a set of core principles that guide the implementation and continuous improvement of the system
- These principles help teams optimize their workflow, reduce waste, and deliver value to customers more efficiently
Visualize workflow
- One of the key principles of Kanban is to make the workflow visible to all team members
- This is typically done using a , which represents the various stages of work (e.g., "To Do", "In Progress", "Done")
- Visualizing the workflow helps identify bottlenecks, dependencies, and opportunities for improvement
Limit work in progress (WIP)
- Kanban encourages teams to limit the amount of work in progress at any given time
- By setting explicit WIP limits for each stage of the workflow, teams can prevent overloading and ensure a smooth, predictable flow of work
- Limiting WIP also helps identify and address bottlenecks more quickly
Manage flow
- Kanban emphasizes the importance of managing the flow of work through the system
- This involves monitoring and optimizing metrics such as , , and
- By managing flow, teams can identify and remove impediments, balance workload, and deliver value to customers more consistently
Make policies explicit
- Kanban encourages teams to make their process policies explicit and visible to all team members
- This includes defining criteria for when work can be pulled into each stage, how to handle expedites or blockers, and how to prioritize tasks
- Making policies explicit helps ensure consistency, , and shared understanding among team members
Implement feedback loops
- Kanban emphasizes the importance of continuous feedback and improvement
- Teams should regularly review their process, metrics, and outcomes to identify areas for improvement
- Feedback loops can include daily standup meetings, , and service delivery reviews
Improve collaboratively
- Kanban encourages teams to work together to continuously improve their process and outcomes
- This involves fostering a culture of experimentation, learning, and shared ownership
- By collaborating and iterating on their process, teams can adapt to changing needs and deliver greater value to customers over time
Kanban board
- The Kanban board is the central artifact in a Kanban system, providing a visual representation of the workflow and the status of work items
- Kanban boards can be physical (e.g., using sticky notes on a whiteboard) or digital (using software tools)
Kanban board components
- A typical Kanban board consists of several key components:
- Columns representing the stages of the workflow (e.g., "To Do", "In Progress", "Done")
- Kanban cards representing individual work items or tasks
- WIP limits indicating the maximum number of items allowed in each column
- Swimlanes (optional) for categorizing different types of work or teams
Physical vs digital Kanban boards
- Physical Kanban boards use tangible materials like sticky notes, magnets, or index cards on a whiteboard or wall
- Advantages: Easy to set up, encourages face-to-face , and provides a visible reminder of the workflow
- Disadvantages: Limited remote access, difficult to maintain history or metrics
- Digital Kanban boards use software tools to create a virtual representation of the workflow
- Advantages: Accessible from anywhere, easier to track metrics and history, integrates with other tools
- Disadvantages: May require more setup and training, less tactile and visible in the workspace
Kanban cards
- Kanban cards represent individual work items or tasks that move through the workflow
- Each card contains relevant information about the work item, such as title, description, assignee, and status
Anatomy of a Kanban card
- A typical Kanban card includes several key elements:
- Title: A brief, descriptive name for the work item
- Description: A more detailed explanation of the work to be done, acceptance criteria, or relevant context
- Assignee: The person or team responsible for completing the work item
- Due date (optional): The target completion date for the work item
- Tags or categories (optional): Labels for grouping or filtering related work items
Types of information on Kanban cards
- Kanban cards can contain various types of information depending on the team's needs and context, such as:
- User stories or requirements
- Bugs or defects
- Tasks or subtasks
- Blockers or dependencies
- Attachments or links to related documents or resources
Kanban columns
- Kanban columns represent the stages of the workflow, with each column corresponding to a specific state or activity
- The number and names of columns can be customized to fit the team's unique process and terminology
Typical Kanban columns
- While Kanban columns can vary, a common set of columns includes:
- Backlog: Work items that have been identified but not yet prioritized or started
- Ready: Work items that have been prioritized and are ready to be pulled into the workflow
- In Progress: Work items that are actively being worked on by the team
- Review: Work items that are complete but require review or approval before moving to the next stage
- Done: Work items that have been completed and meet the defined acceptance criteria
Customizing columns for team needs
- Teams can adapt their Kanban columns to reflect their specific workflow, such as:
- Adding columns for specific activities (e.g., "Design", "Development", "Testing")
- Splitting columns to represent different stages of a process (e.g., "Code Review" and "QA Testing")
- Using swimlanes to separate different types of work or teams within the same board
Work in progress (WIP) limits
- WIP limits are a key feature of Kanban that help optimize the flow of work and prevent overloading
- Each column on the Kanban board has an explicit limit on the number of items allowed in that stage at any given time
Purpose of WIP limits
- WIP limits serve several important purposes:
- Preventing overloading and reducing context switching
- Exposing bottlenecks and impediments in the workflow
- Encouraging collaboration and swarming to resolve blockers
- Promoting a focus on completing work rather than starting new tasks
Setting optimal WIP limits
- Determining the right WIP limits for each column can be an iterative process based on the team's capacity and historical data
- As a general rule, WIP limits should be set to match the team's capacity and minimize idle time or overloading
- Teams can start with a conservative estimate and adjust the limits based on observations and metrics
Adjusting WIP limits over time
- As the team's process and capacity evolve, WIP limits may need to be adjusted to maintain an optimal flow
- Teams should regularly review their WIP limits and make changes based on:
- Changes in team size or composition
- Improvements in process efficiency or automation
- Feedback from team members and stakeholders
- Metrics such as lead time, cycle time, and throughput
Kanban metrics
- Kanban emphasizes the use of metrics to monitor and optimize the flow of work through the system
- By tracking key performance indicators (KPIs), teams can identify areas for improvement and make data-driven decisions
Lead time vs cycle time
- Lead time and cycle time are two important metrics in Kanban:
- Lead time: The total time from when a work item is requested until it is delivered to the customer
- Cycle time: The time it takes for a work item to move through the team's workflow, from start to completion
- Measuring and optimizing lead time and cycle time can help teams deliver value to customers more quickly and predictably
Throughput
- Throughput is the number of work items completed per unit of time (e.g., per week or per month)
- Tracking throughput helps teams understand their capacity and velocity, and can be used to forecast future deliveries
- Improving throughput often involves identifying and removing bottlenecks in the workflow
Cumulative flow diagrams
- Cumulative flow diagrams (CFDs) are a visual tool for understanding the flow of work over time
- CFDs show the number of work items in each stage of the workflow, stacked vertically over time
- By analyzing CFDs, teams can identify trends, bottlenecks, and opportunities for improvement in their process
Kanban cadences
- Kanban cadences are regular meetings or ceremonies that help teams coordinate, communicate, and continuously improve their process
- While Kanban does not prescribe specific meetings, many teams adopt common cadences to support their workflow
Daily standup meetings
- Daily standup meetings are brief, time-boxed meetings where team members share progress, plans, and impediments
- Standups help keep everyone aligned, surface issues quickly, and promote collaboration
- In Kanban, standups often focus on the flow of work and any blockers or opportunities for improvement
Replenishment meetings
- Replenishment meetings are used to review and prioritize the backlog of work items
- The frequency of replenishment meetings can vary based on the team's needs and context (e.g., weekly, bi-weekly)
- During replenishment meetings, the team and stakeholders discuss new work items, update priorities, and ensure a steady flow of work into the system
Service delivery review
- Service delivery reviews are periodic meetings to review the team's performance and outcomes with stakeholders
- These reviews focus on metrics such as lead time, cycle time, throughput, and customer satisfaction
- Service delivery reviews provide an opportunity to celebrate successes, identify areas for improvement, and align on priorities and expectations
Operations review
- Operations reviews are used to discuss and improve the team's process and practices
- These reviews can include topics such as WIP limits, bottlenecks, process policies, and continuous improvement initiatives
- Operations reviews help ensure that the team's Kanban system remains effective and adaptable over time
Benefits of Kanban
- Implementing Kanban can provide several benefits to teams and organizations, helping them deliver value more efficiently and continuously improve their process
Increased visibility
- Kanban makes the workflow and status of work items visible to all team members and stakeholders
- This transparency helps identify bottlenecks, dependencies, and areas for improvement
- Increased visibility also promotes shared understanding and collaboration among team members
Improved flow
- By limiting WIP and managing the flow of work, Kanban helps teams achieve a smooth, predictable delivery of value
- Improved flow reduces lead times, minimizes context switching, and helps teams deliver work more consistently
Reduced lead times
- Kanban's focus on optimizing flow and removing bottlenecks can significantly reduce the time it takes to deliver work to customers
- Shorter lead times enable faster feedback, earlier value delivery, and increased responsiveness to changing needs
Enhanced collaboration
- Kanban encourages collaboration and shared ownership of the workflow
- Visualizing the work and implementing feedback loops promotes communication, problem-solving, and continuous improvement
- Enhanced collaboration helps teams work more effectively and deliver better outcomes
Continuous improvement
- Kanban emphasizes the importance of continuously improving the process and practices
- By measuring and analyzing metrics, conducting regular reviews, and experimenting with changes, teams can adapt and optimize their Kanban system over time
- Continuous improvement helps teams stay agile, responsive, and deliver increasing value to customers
Implementing Kanban
- Implementing Kanban involves a series of steps to establish the system, visualize the workflow, and continuously improve the process
- Successful Kanban implementation requires commitment, collaboration, and a willingness to experiment and adapt
Kanban implementation steps
- Identify the scope and boundaries of the Kanban system (e.g., team, project, or service)
- Map the current workflow and identify the stages of work
- Design the initial Kanban board with columns and WIP limits
- Create Kanban cards for existing and new work items
- Establish explicit policies and guidelines for the Kanban system
- Implement feedback loops and cadences for coordination and improvement
- Monitor metrics and continuously optimize the process
Kanban pitfalls to avoid
- Implementing Kanban can present challenges and pitfalls that teams should be aware of and proactively address, such as:
- Lack of buy-in or commitment from team members or stakeholders
- Overloading the system by not setting or enforcing WIP limits
- Neglecting to define explicit policies or guidelines for the process
- Failing to regularly review and optimize the Kanban system based on feedback and metrics
- Focusing too much on the mechanics of Kanban and not enough on the underlying principles and outcomes
Kanban tools and software
- While Kanban can be implemented using physical boards, many teams use digital tools and software to support their Kanban system
- Kanban software provides features such as:
- Virtual boards with customizable columns and WIP limits
- Digital Kanban cards with rich information and attachments
- Metrics and analytics for tracking and optimizing flow
- Integration with other tools (e.g., issue trackers, version control systems)
- Collaboration and communication features for distributed teams
- Popular Kanban tools include Trello, Jira, LeanKit, and Kanbanize, among others
Key Terms to Review (18)
Collaboration: Collaboration is the process where individuals or teams work together to achieve a common goal, leveraging diverse skills and perspectives. This collective effort enhances creativity, problem-solving, and efficiency, making it vital in various settings. Effective collaboration involves open communication, mutual respect, and shared responsibilities, which are essential for fostering innovation and achieving successful outcomes in design and software projects.
Continuous Improvement: Continuous improvement is an ongoing effort to enhance products, services, or processes over time. It involves regularly evaluating and refining practices to achieve better results and greater efficiency. This approach is essential in various frameworks and methodologies, as it encourages adapting to feedback and evolving based on user experiences and changing needs.
Cycle Time: Cycle time is the total time taken to complete a single cycle of a process from start to finish, typically measured from the moment work begins on a task until its completion. It provides critical insights into the efficiency of processes, helping teams identify bottlenecks and improve workflow. Understanding cycle time can facilitate better planning, prioritization, and overall productivity in managing tasks and workflows.
David Anderson: David Anderson is a prominent figure in the field of Kanban, known for his contributions to the development and promotion of Kanban principles and practices in software development and project management. He emphasizes the importance of visualizing work, limiting work in progress, and enhancing flow to improve productivity and efficiency within teams. His insights are particularly valuable for organizations seeking to adopt a more agile approach to project management.
Flow: Flow is a mental state in which a person becomes fully immersed in an activity, experiencing a sense of focus and energy while losing track of time. In the context of work processes, especially within visual management systems, flow refers to the smooth progression of tasks through different stages, ensuring efficiency and minimizing bottlenecks.
Kanban Board: A Kanban board is a visual management tool used to facilitate workflow and track progress in projects. It helps teams visualize tasks, limit work in progress, and optimize flow by using cards and columns to represent different stages of work. This method fosters communication and accountability among team members while promoting efficiency in task completion.
Lead time: Lead time refers to the total time taken from the initiation of a process until its completion. This includes all phases, such as planning, development, and delivery, making it crucial for managing efficiency and responsiveness in production and project management. A shorter lead time often indicates better performance and flexibility, which can lead to improved customer satisfaction and competitive advantage.
Mapping: Mapping refers to the process of visually representing information, data, or relationships between different elements in a way that makes them easier to understand and navigate. This concept is vital for creating intuitive user experiences and enhancing communication, as it connects abstract ideas with concrete visuals, aiding comprehension and interaction.
Prioritizing: Prioritizing is the process of determining the order of importance of tasks, activities, or items, allowing for efficient resource allocation and effective decision-making. This practice is crucial for managing workloads and ensuring that the most critical tasks are completed first, often in fast-paced environments where multiple demands exist. By establishing priorities, teams can focus their efforts on what truly matters, optimizing workflow and productivity.
Pull System: A pull system is a production and inventory management approach where the flow of resources is driven by actual demand rather than forecasts or projections. This method emphasizes just-in-time production, ensuring that products are only created as needed, reducing waste and excess inventory. Pull systems enhance efficiency by aligning production with customer needs, allowing for greater flexibility and responsiveness in operations.
Retrospectives: Retrospectives are meetings held at the end of a project or a specific period, where teams reflect on their performance, processes, and outcomes to identify areas for improvement. This practice fosters a culture of continuous learning, collaboration, and adaptation within teams, allowing them to discuss what went well, what didn't, and how they can enhance their practices moving forward.
Service Delivery Manager: A Service Delivery Manager is a professional responsible for overseeing the delivery of services to clients or customers, ensuring that service level agreements (SLAs) are met and maintaining strong client relationships. This role focuses on optimizing service processes, coordinating between teams, and enhancing overall customer satisfaction through effective management and communication.
Stand-up Meetings: Stand-up meetings are brief, time-boxed gatherings of team members, usually held daily, where participants stand rather than sit to promote a sense of urgency and engagement. These meetings serve to update the team on progress, discuss challenges, and coordinate efforts, making them an essential practice in agile methodologies and frameworks like Kanban.
Taiichi Ohno: Taiichi Ohno was a Japanese industrial engineer and one of the pioneers of the Toyota Production System, which laid the groundwork for lean manufacturing. His innovative ideas transformed manufacturing processes by emphasizing efficiency, waste reduction, and continuous improvement, making significant impacts on production practices worldwide.
Throughput: Throughput refers to the rate at which a system produces or processes items over a specific period of time. In the context of Kanban, it is a crucial measure of efficiency, representing how much work is completed in a given timeframe, which helps teams understand their productivity and optimize workflows. Analyzing throughput allows for better resource allocation and can reveal bottlenecks in processes that need addressing to improve overall performance.
Transparency: Transparency refers to the practice of openly sharing information and processes, ensuring that stakeholders can easily access and understand how decisions are made. This openness fosters trust, accountability, and better collaboration among team members, making it essential in various contexts such as project management, communication, and ethical design. It also highlights the importance of clarity in data handling and user privacy, reinforcing the need for ethical considerations in design practices.
Visualization: Visualization is the process of creating visual representations of data or information to help people understand complex concepts, patterns, and relationships. It involves translating abstract data into graphical formats like charts, graphs, and diagrams, making it easier to analyze and communicate insights effectively. Effective visualization not only aids in comprehension but also enhances decision-making by providing a clear view of the information.
Work-in-progress limits: Work-in-progress limits refer to the maximum amount of work items that can be in the system or process at any given time. These limits help teams manage their workload, ensuring that they focus on completing tasks rather than starting new ones, which can lead to inefficiencies. By implementing work-in-progress limits, teams can enhance productivity, reduce bottlenecks, and improve overall flow within their workflow.