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.
Emerson Process Management
New Signature
Lean SA
SuperControl
Epic Games
Milliman
Hubtel Ghana
Cognizant Microsoft Business Group (MBG)
Jack Links
Illumina
YearUp.org
ProgramUtvikling
Deliotte
Brandes Investment Partners L.P.
DFDS
Teleplan
Genus Breeding Ltd
Xceptor - Process and Data Automation
Washington Department of Enterprise Services
Royal Air Force
Department of Work and Pensions (UK)
Ghana Police Service
Nottingham County Council
New Hampshire Supreme Court
Xceptor - Process and Data Automation
Boeing
Milliman
Sage
Higher Education Statistics Agency
Hubtel Ghana