1.WHY YOU SHOULD CARE ABOUT KANBAN JP Patil Director, Strategic Initiatives - Digite, Inc.

2. Some Questions to Ask Yourself Is your team constantly improving? Do you wish it would? Is it hard to agree on what to change? Is it even harder to implement change? Do you find your team is constantly task switching? Is your team getting burned out? Are you playing the guessing game and missing deadlines? Are you delivering the value you know you are capable of? 3. What Can Help? KANBAN! 4. History Kanban was created by Taiichi Ohno for Toyota Kanban is a driver of Just In Time and Lean in the Toyota Production System Kanban has been widely used in manufacturing for more than 50 years Applying Kanban to Knowledge Work? The Kanban Method Combines aspects of the Theory of Constraints and Lean and other production techniques with Kanban Taiichi Ohno W. Edward Deming Eli Goldratt David J. Anderson 5. What is Kanban? Kanban Japanese term for signboard or Billboard that indicates available capacity (to work) or a visual cue to begin work. Kanban System - A visual system for managing work moving through a process the value stream 6. Thirsty? Hungry? You have been exposed to Kanban all the time but you just didnt realize it. 7. So Why Should you Care? Kanban will Help you Get Lean! Visualize and Map your Value Stream Continuous Flow Incremental Change, Continuous Improvement Be Data Driven 8. Visualize 9. So Why Is Everything Text Based? 10. A Kanban Board Whats Going On in my Value Stream? What is in Development or Testing? What is blocked? Who is overloaded? Are we heading for problems? Who can help? What is ready to ship? Testing is a bottleneck. Going to have issues. TFS Integration is held up. WIP violation Critical defect still being tested Ready to be released! 11. The Importance of Continuous Flow Prevent the Bullwhip Effect Variations in flow have a greater impact in downstream activities 12. An Experiment Digite, Inc. 12 Get out a stopwatch Time yourself counting from 1 to 26 as fast as you can Time yourself saying the alphabet A Z as fast as you can Add up the times Now time yourself counting from 1 26 and saying the alphabet from A Z as fast as you can But Alternate between numbers and letters 1, A, 2, B, 3, C Which were you faster at? 13. Multitasking is Bad Its unequivocally the case that workers who are doing multiple things at one time are doing them poorly, said Clifford Nass, director of the Communication Between Humans and Interactive Media Lab at Stanford University. Companies that demand multitasking may be damaging productivity. It would be a total tragedy if when we have so much potential to make the work force more intelligent, we are actually making the work force dumber, Nass said. Companies that are demanding that workers multitask might not only be hurting their productivity, but may be making the workforce worse thinkers. *Ruth Mantell, Wall Street Journal Market Watch, July 12, 2011, Multitasking: More work, less productivity 14. Stop Starting and Start Finishing Pull Work can be started when there is capacity Team members buy in when pulling a task Unplanned tasks do not disrupt the system Limit WIP Balance demand with throughput Establish Cadence Continuous Even Flow Reduce task switching and multitasking One Piece Flow/ Minimum Marketable Features Transfer of one piece of work at a time rather than batches Reduce partially done work and overload Deliver more often with higher value 15. Revolutions are Bloody Kanban is Not Prescriptive Revolutionary Top Down Change Kanban is Evolutionary Transparency Team Based Change Scientific Experimentation 16. If You Cant Measure It, You Cant Fix It Measure Quality and System Performance Implement Feedback Loops Focus on the Right Metrics Cycle Time and Lead Time Cumulative Flow Diagram Control Charts Electronic Kanban Tools Capture Data Automatically 17. Why Guesstimate, Predict! Historical data available Statistics applied to Cycle Time Use Class of Service for greater granularity Dont guess, you can predict within defined standard deviations of when a task will be completed 18. What is Lean? Preserve and deliver value Eliminate waste Any resources not being used to drive value are being wasted Continuously reflect and improve 19. The 5 Pillars of Lean 1) Map the Value Stream 2) Pull 3) Continuous Flow 4) Continuous Improvement 5) Deliver Value How Do you Become Lean? 20. Kanban to Lean Kanban Applied The 5 Pillars of Lean Value Stream Mapping Pull Continuous Flow Continuous Improvement Deliver Value 21. Am I Lean Now? 22. We Improved 300% 23. Kanban Knows No Boundaries Internally We Also Use Kanban for HR Finance Sales Marketing People use Swift-Kanban for All of the above plus Legal Transaction Management Book Publishing Video Game Development Personal Kanban And more 24. Kanban for Kids https://micknelson.wordpress.com/2012/10/03/kanban-for-kids/ 25. Tackle Those Questions with Kanban Constantly Improve Incremental Change Less Task Switching, Smooth Out Flow Deliver on Time for Higher Value Be Lean 26. Want to Learn More? Digite, Inc. 26 Contact Information jpatil@digite.com @jpatil Learn more at www.swift-kanban.com www.digite.com Connect with us Twitter - @swiftkanban/ @digite Facebook www.facebook.com/digite Our Blog, http://swift- kanban.com/blog.html The Yahoo Group kanbandev David J. Andersons Book, Successful Evolutionary Change for Your Technology Business Al Shalloways Blog, http://www.netobjectives.com/ blog Jim Bensons Blog, http://www.personalkanban.c om/pk/blog About us About Kanban