When you track individual’s cycle time, you aren’t just measuring the wrong thing—you’re actively distorting behaviour.
People will start working in ways that make them look good instead of making the system better. They’ll cherry-pick the easiest tasks. They’ll rush work at the expense of quality. They’ll avoid collaborating because waiting on someone else makes their numbers worse.
And guess what? The actual delivery time doesn’t improve. You just get more local optimisations that have nothing to do with getting value out the door.
Kanban isn’t about making individuals go faster. It’s about improving flow. You want to optimise lead time, work in progress (WIP), and throughput. That’s where speed comes from—not from pressuring individuals to move faster.
How are you measuring flow in your system?
If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
Illumina
Teleplan
Big Data for Humans
Boeing
Higher Education Statistics Agency
Boxit Document Solutions
Deliotte
ALS Life Sciences
Capita Secure Information Solutions Ltd
Flowmaster (a Mentor Graphics Company)
SuperControl
Lean SA
Ericson
Emerson Process Management
Bistech
Trayport
Epic Games
CR2
Washington Department of Transport
New Hampshire Supreme Court
Royal Air Force
Nottingham County Council
Ghana Police Service
Washington Department of Enterprise Services
Slaughter and May
Jack Links
Boeing
Akaditi
Hubtel Ghana
Bistech