This document aims to be a unifying reference for the community by offering the minimal guidance for Kanban. Depending on the context, various approaches can complement Kanban, allowing it to accommodate the full spectrum of value delivery and organizational challenges.
This guide has conventions for some terms. They are not meant to replace any other existing definitions but to clarify how they are intended to be applied here.
Kanban or Kanban system: the holistic set of concepts in this guide––specifically as pertains to knowledge work.
Stakeholder: An entity, individual, or group responsible for, interested in, or affected by the inputs, activities, and outcomes of the Kanban system.
Value: Either a potential or realized benefit for a stakeholder. Examples include meeting the needs of the customer, the end-user, the organization, and the environment.
Visualize, visualization: Any method to convey ideas effectively, including conceptual clarification, not necessarily only visual.
Risk: The chance that something bad could happen.
Kanban is a strategy for optimizing the flow of value through a process. It comprises the following three practices working in tandem:
In their implementation, these Kanban practices are collectively called a Kanban system. Those who participate in the value delivery of a Kanban system are called Kanban system members.
Central to the definition of Kanban is the concept of flow. Flow is the movement of potential value through a system. As most workflows exist to optimize value, the strategy of Kanban is to optimize value by optimizing flow. Value optimization means striving to find the right balance of effectiveness, efficiency, and predictability:
The strategy of Kanban is to get Kanban system members to ask the right questions sooner as part of a continuous improvement effort in pursuit of these goals. Kanban system members should aim for a sustainable balance among these three elements. Ultimately, the strategy of Kanban is to help you understand trade-offs and manage risk.
Because Kanban can work with virtually any workflow, its application is not limited to any specific industry or context. Professional knowledge workers in finance, utilities, healthcare, and software (to name a few) have benefited from Kanban practices. Kanban can be used at any scale and in most contexts where value is delivered.
Kanban draws on established flow theory, including but not limited to systems thinking, lean principles, queuing theory (batch size and queue size), variation, and quality control. Continually improving a Kanban system based on these theories is one way organizations can attempt to optimize the delivery of value.
Many existing value-oriented approaches share the theory upon which Kanban is based. Because of these similarities, Kanban can and should be used to augment those delivery techniques.
Optimizing flow requires defining what flow means in a given context. The explicit shared understanding of flow among Kanban system members within their context is called a Definition of Workflow (DoW). DoW is a fundamental concept of Kanban. All other elements of this guide depend heavily on how workflow is defined.
At a minimum, Kanban system members must create their DoW using all of the following elements:
Kanban system members often require additional DoW elements, such as values, principles, and working agreements, depending on the Kanban system members’ circumstances. The options vary, and there are resources beyond this guide that can help with deciding which ones to incorporate.
Kanban system members also often require more than one DoW. Those multiple DoWs could be for multiple groups of Kanban system members, different levels of the organization, etc. While this guide prescribes no minimum or maximum number of DoWs, it encourages establishing a DoW wherever the Kanban system members require connecting flow to value realization.
The visualization of a DoW is a Kanban board. Making at least the minimum elements of a DoW transparent on a Kanban board is essential to processing knowledge that informs optimal workflow operation and facilitates continuous improvement.
There are no specific guidelines for how a visualization should look. Consideration should be given to all aspects of a DoW (e.g., work items, policies) along with any other context-specific factors that may affect how value flows. Kanban system members are limited only by their imagination regarding how they make flow transparent.
Items in the workflow must be managed actively. Active management of items in a workflow can take several forms, including but not limited to the following:
A common practice is for Kanban system members to review the active items regularly. This review can occur continuously, at regular intervals, or through a combination of both.
Kanban system members must explicitly control the number of work items in a workflow from started to finished. That control can be represented on a Kanban board in any way that Kanban system members deem appropriate. Ideally, the system would operate neither above nor below the agreed upon control.
An effect of controlling WIP is that it should create a pull system; Kanban system members should start work on an item (pull or select) only when there is a clear signal that there is capacity to do so. When WIP drops below the control set in the DoW, that can be a signal to select new work. Kanban system members should refrain from selecting more than the number of work items into a given part of the workflow beyond the WIP control.
Controlling WIP helps flow and often improves the Kanban system members’ collective focus, commitment, and collaboration. Any acceptable exceptions to controlling WIP should be made explicit as part of the DoW.
Given an explicit Definition of Workflow, the Kanban system members’ responsibility is to continuously improve their workflow to achieve a better balance of effectiveness, efficiency, and predictability. Continual study of the system can guide potential improvements to the DoW.
It is a common practice to review the DoW from time to time to discuss and implement any changes needed. There is no requirement, however, to wait for a formal meeting at a regular cadence to make these changes. Kanban system members can and should make just-in-time alterations as the context dictates. There is also nothing that prescribes improvements to workflow to be small or incremental. If the Kanban system members feel that a significant change is needed, then that is what they should implement.
The application of Kanban requires collecting and analyzing a minimum set of flow metrics. They reflect the Kanban system’s current health and performance and will help inform decisions about how value is delivered. The four mandatory flow metrics to track in Kanban are:
For these four mandatory flow metrics, started and finished refer to how the Kanban system members have established those points in their DoW.
In and of themselves, these metrics are meaningless unless they can inform one or more of the three Kanban practices. It is up to the Kanban system members to decide how best to leverage these metrics (e.g., visualize them in charts, assess variation, etc.).
The flow metrics listed in this guide represent only the minimum required for operating a Kanban system. Kanban system members may and often should use additional context-specific measures that assist in making data-informed decisions.
One can and likely should add other principles, methodologies, and techniques to the Kanban system. Still, the minimum set of practices, metrics, and the spirit of optimizing value must be preserved.
The present state of Kanban can be traced to the Toyota Production System (and its antecedents) and the work of people like Taiichi Ohno and W. Edwards Deming. The collective set of practices for knowledge work, now commonly referred to as Kanban, mainly originated on a team at Corbis in 2006. Those practices quickly spread to encompass a large and diverse international community that has continued to enhance and evolve the approach.
This publication is offered for license under the Attribution ShareAlike license of Creative Commons, accessible at http://creativecommons.org/licenses/by-sa/4.0/legalcode and also described in summary form at http://creativecommons.org/licenses/by-sa/4.0/ . By using this Kanban Guide, you acknowledge that you have read and agree to be bound by the terms of the Attribution ShareAlike license of Creative Commons.
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