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看, カン 板, バン Kan Ban

看, カン 板, バン Kan Ban. 30 min intro Cesario Ramos. Focus on FLOW. Cycle Time = Work In Progress Avg Completion Rate. (Little’s Law). Hand-offs. Delay. Task Switching. Overproduction. Defects. Inventory. Relearning. Seeing WASTE. Why KanBan.

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看, カン 板, バン Kan Ban

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  1. 看, カン 板, バン Kan Ban 30 min intro Cesario Ramos

  2. Focus on FLOW Cycle Time = Work In Progress Avg Completion Rate (Little’s Law)

  3. Hand-offs Delay Task Switching Overproduction Defects Inventory Relearning Seeing WASTE

  4. Why KanBan • By reducing the WIP all kinds of WASTE will emerge. • Bottlenecks in the process become clear. • You’ll get an average cycle time. • You’ll get an average wait time.

  5. Scrum v.s. KanBan • Velocity • Sprint • WIP per sprint • Roles • Cannot change sprint. • Item must fit in sprint • Cycle Time • No timebox • WIP per state • No Roles • Can change at any time. • No timebox…

  6. WIP and Cycle Time Source: M Griffiths | |

  7. Bottlenecks Source: M Griffiths | |

  8. One metric to rule them all Lead Time = CycleTime * Work In Progress + Delay Between Sub-Processes

  9. Improve Kan Ban bottlenecks using A3 • Lead Time gives us a clear indication for potential wastes. • Analyze waste to determine current situation • Specify future state • Find root cause by walking the gemba • Propose counter measures for attacking root cause. • Make a plan. • Sell it to management.

  10. 看, カン 板, バン Kan Ban 30 min intro

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