IIT Academy: Lean & Kanban 102

LEAN AND KANBAN 102
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Lean and Kanban 102

LEAN AND KANBAN 102
Hello Lean and Kanban!
What do you know?
What have you done?
What don't you know but want to know?
What are you concerned/sceptical about?

LEAN AND KANBAN 102
Contents
1. Definitions and Disambiguations
2. Lean - The Three Variations
3. Agile Principles and the Toyota Way
4. Toyota Production System
5. Applying Lean via Tools
6. Practical Case Study and Further Example
7. Appendix

LEAN AND KANBAN 102
Definitions and Disambiguations1

LEAN AND KANBAN 102
What is Lean?
Lean is a systematic method for
the elimination of waste within a
manufacturing process*
*now updated and re-contextualised for agile

LEAN AND KANBAN 102
What is Kanban?
Kanban (かんばん看板 Japanese for seeing board/
billboard/signboard) is a scheduling system for lean and
just-in-time production.
Kanban relates to agile in that it provides a manner of
making production items visible, enabling inspection and
adaptation.

VISIBILITY
INSPECTION
ADAPTATION

Lean Six SigmaLean
GOAL
PRACTIONERS
SCALE
APPROACH
disambiguation
SUCCESS
METRIC
Build a culture of stopping to fix
problems, to get quality from the
customer perspective right the first time.
eliminate any abnormalities,
failures, or defects that occur
within a given process
reach customer outcomes reduce waste
company-wide cultural shift improvement project
certified expertseveryone
Long-term philosophy, even at the
expense of short-term financial goals
Measurable metric (commonly
dollar value) to justify

LEAN AND KANBAN 102
Lean in Product Contexts
Near-identical in
approach to
Lean Startup

LEAN AND KANBAN 102
Lean in Scaled Agile contexts
Commonly
• Creation work tickets and phases
• Kanban visual board
• Cumulative flow diagram
• Standard practices

LEAN AND KANBAN 102
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL
& IMPLEMENTATION
INTEGRATION, 
CO-ORDINATION 
& RELEASE
BACKLOG
high level
BACKLOG
elaboration
BACKLOG
high detail
SCRUM AND
KANBAN TEAMS
KANBAN
TEAMS
KANBAN
portfolio manager
UX, DevOps,
Automation SME
sponsors
program manager
scrum master
product owner
architects
senior stakeholders, 
incl. senior architect
release & integration
managers
Kanban
Team(s)
Scrum
Team(s)
Vision
Beneﬁts &
Measures
Capability 
Roadmap
Strategic
Architecture
UX, DevOps,
Automation, et al.
Prioritisation &
Scheduling
Systems Architecture &
Technical Debt
Release
Planning
Development
Measurement and Continuous Improvement
…
permanent teams 
of 5-9 people:
cross-skilled, 
self-managing, 
high performing.

LEAN AND KANBAN 102
Defined Lean & Kanban
Disambiguated “Lean”
Visibility-Inspection-Adaptation
Review

LEAN AND KANBAN 102
How do we adapt with
kanban?

LEAN AND KANBAN 102
Lean - The Three Variations2

LEAN AND KANBAN 102
The Three Variations
1. Muda 無駄 - waste
2. Mura 無斑 - unevenness
3. Muri 無理 - overburden

LEAN AND KANBAN 102
Muda
Muda (無駄) is a Japanese word
meaning "futility; uselessness;
idleness; superfluity; waste;
wastage; wastefulness”

LEAN AND KANBAN 102
Mura
Mura (無斑) is a Japanese word
meaning "unevenness;
irregularity; lack of uniformity;
non-uniformity; inequality”

LEAN AND KANBAN 102
Muri
Muri (無理) is a Japanese word
meaning "unreasonableness;
impossible; beyond one's power;
too difficult; by force; perforce;
forcibly; compulsorily;
excessiveness; immoderation”

LEAN AND KANBAN 102
Agile Principles and Toyota Way3

LEAN AND KANBAN 102
12 Agile Principles
1. Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software
2. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale
4. Business people and developers must work
together daily throughout the project

LEAN AND KANBAN 102
12 Agile Principles
5. Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done
6. The most efficient and effective method of conveying
information to and within a development team is
face-to-face conversation
7. Working software is the primary measure of
progress
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely

LEAN AND KANBAN 102
12 Agile Principles
9. Continuous attention to technical excellence and
good design enhances agility
10.Simplicity - the art of maximizing the amount of
work not done - is essential
11.The best architectures, requirements, and
designs emerge from self-organizing teams
12.At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts
its behaviour accordingly

LEAN AND KANBAN 102
1. Base your management decisions on a long-term
philosophy, even at the expense of short-term financial
goals.
2. Create a continuous process flow to bring problems to the
surface.
3. Use ‘pull’ systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not the hare).
5. Build a culture of stopping to fix problems, to get quality
right the first time.
Lean - The Toyota Way

LEAN AND KANBAN 102
6. Standardized tasks and processes are the foundation for
continuous improvement and employee empowerment.
7. Use visual controls so no problems are hidden.
8. Use only reliable, thoroughly tested technology that serves
your people and process.
9. Grow leaders who thoroughly understand the work, live the
philosophy, and teach it to others.
10.Develop exceptional people and teams who follow your
company’s philosophy.

LEAN AND KANBAN 102
11.Respect your extended network of partners and suppliers
by challenging them and helping them improve.
12.Go and see for yourself to thoroughly understand the
situation.
13.Make decisions slowly by consensus, thoroughly
considering all options; implement decisions rapidly.
14.Become a learning organisation through relentless
reflection and continuous improvement.

LEAN AND KANBAN 102
Three Wastes
12 Agile Principles
14 Principles - Toyota Way
Review

LEAN AND KANBAN 102
Toyota Production System4

LEAN AND KANBAN 102
The TPS House
Toyota
Production System
Just In Time Human
Development
Jidoka
KaizenHeijunka
Standardised
Work 平準化
Production Levelling
改善
Continous Improvement
⾃自働化
Autonomation

LEAN AND KANBAN 102
Consider:
• Foundation beneath the house (philosophy of management)?
• Trees and yard around it (the environment)?
• Neighborhood (community)?
• The street and driveway to the house (marketing and sales channels)?
• Utilities coming to the house (supplier)?
• What kind of people live in that house (employees)?
• Where is the garage, and the tool shed (by whom and how is the system maintained)?
• What about the weather (socio-political environment around the business)?
• When was the house built, for what reason, and by whom?" (history).
Read more: Blogging for Lean disambiguation & true kaizen | Gemba Panta Rei  
http://www.gembapantarei.com/2007/09/something_lacking_in_the_tps_house.html
Surrounding the ‘house’

LEAN AND KANBAN 102
Just-in-Time
a production strategy that strives
to improve a business' return on
investment by reducing in-
process inventory and associated
carrying costs
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation

LEAN AND KANBAN 102
JIT in Agile
• test-early-and-often
• iterative and incremental
• customer centric cycles
• short cycle times
• prototyping (rapid, clickable, etc.)
• MVP
• Steel threads/walking skeletons
• Fail fast, learn fast, adapt fast
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation

LEAN AND KANBAN 102
Autonomation
Jidoka (⾃自働化) is “intelligent automation" or
"automation with a human touch.” It is a
quality control process that applies the
following four principles:
1. Detect the abnormality.
2. Stop.
3. Fix or correct the immediate condition.
4. Investigate the root cause and install a
countermeasure.
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation

LEAN AND KANBAN 102
Autonomation
• Rapid/immediate address,
identification and correction of
mistakes that occur.
• Relieves the worker of the need to
continuously judge normal operation
• Efforts are now only engaged when
there is a problem alerted by the
machine.
• Extends and empowers human worker.
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation

LEAN AND KANBAN 102
Standardised Work
Classically, in a manufacturing context:
• Takt time, which is the rate at which
products must be made in a process to
meet customer demand.
• The precise work sequence in which an
operator performs tasks within takt time.
• The standard inventory, including units
in machines, required to keep the
process operating smoothly.
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation

LEAN AND KANBAN 102
Standardised Work
High-Performing
Agile Teams as Special Forces
e.g.
• Sprints
• Grooming
• Standups
• Planning
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
http://www.slideshare.net/JamesCuriously/agile-special-forces-agile-australia-2014
• Review & Demos
• Showcase
• Impediments
• Team Coaching

LEAN AND KANBAN 102
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
Heijunka is (平準化) Production Levelling. i.e. avoid the ‘hockey stick’.
 
In Lean
2. Create a continuous process flow to bring problems to the surface.
3. Use ‘pull’ systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not the hare).
In Agile
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace indefinitely.

LEAN AND KANBAN 102
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
"HeijunkaBox" by MithrandirMage - Own work based on: en:File:Heijunka 2.JPG by Facius.. Licensed under CC BY-SA 3.0 via Wikimedia
Commons - http://commons.wikimedia.org/wiki/File:HeijunkaBox.svg#/media/File:HeijunkaBox.svg

LEAN AND KANBAN 102
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
Continuous Improvement
Kaizen (改善)

LEAN AND KANBAN 102
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
• Requires standardised tasks and procedures
• Involves everyone from CEO to line staff
• Is responsive to the environment
• Is democratic and empowering
• Applied in daily, weekly, monthly cycles
• Requires a cultural shift at individual level
• Applies forever
• Needs continuous application coaching

LEAN AND KANBAN 102
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
9. Grow leaders who thoroughly understand the work,
live the philosophy, and teach it to others.
10.Develop exceptional people and teams who follow
your company’s philosophy.
11.Respect your extended network of partners and
suppliers by challenging them and helping them
improve.
In Lean

LEAN AND KANBAN 102
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
12.Go and see for yourself to thoroughly understand
the situation.
13.Make decisions slowly by consensus, thoroughly
considering all options; implement decisions
rapidly.
14.Become a learning organisation through relentless
reflection and continuous improvement.
In Lean

LEAN AND KANBAN 102
JIT Humn 
Dev
Stand’d 
Work
Production 
Levelling
Continous
Improvement
Autono-
mation
12. At regular intervals, the team reflects on
how to become more effective, then tunes
and adjusts its behaviour accordingly
In Agile

LEAN AND KANBAN 102
Review: TPS
Toyota
Production System
Just In Time Human
Development
Jidoka
KaizenHeijunka
Standardised
Work 平準化
改善
Continous Improvement
⾃自働化
Autonomation

LEAN AND KANBAN 102
Applying Lean via Tools5

LEAN AND KANBAN 102
Visual Boards

LEAN AND KANBAN 102
Shop Floor Attitude
Genchi Genbutsu “Shop Floor Attitude” 
It encourages employees to go to the source
and find the facts to make correct decisions,
build consensus and achieve goals.

LEAN AND KANBAN 102
Use visual controls so no problems are
hidden.
VISIBILITY
INSPECTIONADAPTATION

LEAN AND KANBAN 102
Kanban Team Practices
1. Daily Inspection of visual board (pull)
2. Impediment Removal
3. Create conditions for flow
• Autonomation
• People Development
• And other tools (from house or team and
new ideas)
4. Reduce work-in-progress (WIP)
5. Genchi Genbutsu (Shop Floor Attitude)

LEAN AND KANBAN 102
Practical Case Study and Further Examples6

LEAN AND KANBAN 102
Maintenance & Enhancements
1. High defect count in product
2. High cost of failure - high
pressure on team
3. Limited budget and resources,
leading to typically small team
4. Tight timeframe to resolve
5. Must get right the first time

LEAN AND KANBAN 102
Other Examples
1. Management - Project,
Portfolio, et al.
2. One team, multiple requests
(e.g. environments, DB, UX)
3. Sales teams
4. Coaching teams

LEAN AND KANBAN 102
Why nurture such teams?

TEAM PERFORMANCE
TEAMTOPERFORM
1 2 3 4 5 6 7 8 9 10 11 12 13 TIME
FORM STORM NORM PERFORM
• NOT ALL TEAMS
ARE EQUAL
• TEAMS REQUIRE
TIME TO PERFORM
• TEAMS SHOULD
PERIODICALLY
INSPECT
PERFORMANCE
AND FIND WAYS
TO IMPROVE
• EVEN GIVEN THE
ABOVE, TEAMS
STILL MAY NOT
PERFORM

TRADITIONAL RESOURCE MANAGEMENT
TEAMTOPERFORM
PROJECT 1 PROJECT 2 PROJECT 3
• HAVE DIFFERENT
PEOPLE
• RE-LEARN TEAM
NORMS
• STARTS WITH ZERO
PERFORMANCE
BEHAVIOUR
• PERFORMS BASED
ON SCOPE
CADENCE RATHER
AND
PERFORMANCE
CADENCE,
CREATING A
“HOCKEY STICK
CRUNCH”
CONSTANTLY
REFORMING
TEAMS
PROJECT 3
TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE

CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW
WATERFALLPORTFOLIO
PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4
• NOT ALL TEAMS
ARE EQUAL
• TEAMS REQUIRE
TIME TO PERFORM
• EVEN GIVEN THE
ABOVE, TEAMS
STILL MAY NOT
PERFORM
UNPREDICTABLE
PRODUCTIVITY
ACROSS
PORTFOLIO

WHY PRESERVE PERFORMANCE?
TEAMPERFORMANCE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
HIGH
PERFORMANCE
TEAM
MEDIUM
PERFORMANCE
TEAM
POOR TEAM
~240%
greater

KEEPING TEAMS TOGETHER
TEAMPERFORMANCE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
TEAM

FIXED TEAMS, INDIVIDUAL ROTATIONS
TEAM A
TEAM B
TEAM C
TEAM D
JUL
JAN
FEB
OCT
Rotate individuals occasionally for
personal and professional growth

LEAN AND KANBAN 102
Case Study: Maintenance
Other Examples
Performing Teams
Review

LEAN AND KANBAN 102
Review: Lean 102
1. Definitions and Disambiguations
2. Lean - The Three Variations
3. Agile Principles and the Toyota Way
4. Toyota Production System
5. Applying Lean via Tools
6. Practical Case Study and Further Example
7. Appendix

LEAN AND KANBAN 102
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IIT Academy: Lean & Kanban 102

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IIT Academy: Lean & Kanban 102