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Posted on November 08, 2013 by David Anderson

Kanban's 3 Agendas

The Kanban Method is well known for its "start with what you do now" evolutionary approach. When I'm training coaches, I train them to be very neutral and with those from the Agile community, I train them to put their Agile advocacy aside with Kanban. The Kanban approach is about evolving to greater agility, if that is what is needed in a business. Not one of "install an Agile method." However ,Kurt Hausler argued, after attended the coaching masterclass, that Kanban does have its biases and that as Kanban coaches we should be more willing to embrace those biases and more transparent about them. The resultant debate in the community has led to the definition of Kanban's 3 Agendas: Sustainability; Service-orientation; Survivability.

Posted on October 25, 2013 by David Anderson

Low Flow Efficiency - Resist Temptation to Design Out Waste

Yesterday's post on flow efficiency generated some good questions, comments and stories on the Kanbandev Yahoo! group over night. A question from Tara Santmire prompted me to follow it with this...

Lean Doesn't Have the Answers

 
Posted on October 24, 2013 by David Anderson

Who is your Vice President of Delay?

Flow efficiency is the measure of the percentage of time we actually spend actively adding value by working on an item as it flows through a system, as illustrated on this kanban board.

Posted on October 22, 2013 by David Anderson

Forensic Kanban - Identifying Hidden Shared Services

In this 5th post on Kanban and service-orientation, I want to demonstrate how we can see services on a kanban board design. This is the first in what may become a series of posts on what I refer to as "Forensic Kanban" - the ability to understand the organizational design in situ by interpreting the board design the organization has developed to facilitate its current workflow. Often the people involved will not be thinking in a service oriented fashion or about service delivery. They may even view some people simply as "team members" and not appreciate that they provide a service to the wider group and as part of the overall workflow. Hence, the shared service is "hidden". By helping to hold up a mirror and show the team the services that actually exist, hiding in plain sight, it can help them think about the choices they are making and how they might improve the performance of their workflow. By showing it to others, it may encourage them to move towards a shared services model.

 
Posted on October 21, 2013 by David Anderson

Identifying Services for "kanbanization" #2 - Matrix Managed Organizations

This is the 4th in my series of blog posts on Kanban and service delivery and the 2nd on how you find services within your organization. In this post I take a look at matrix management and how it presents a significant opportunity for improving efficiency, utilization and staff liquidity by introducing explicitly managed shared services.

 
Posted on October 20, 2013 by David Anderson

Identifying Services for "kanbanization" #1 - Shared Resources

This is the 3rd in my series of blog posts on Kanban and service delivery. I'd now like to talk about how you find services within your organization. In the first post on discovering services, I will take a look at the enterprise services that are often referred to as "shared resources."

Posted on October 19, 2013 by David Anderson

What business are you in?

I expected and got some question like "what did you mean by service orientation?" after yesterday's post.

When I meet managers at client sites or people taking my training workshops, I ask them to answer the question, "What business are you in?" then I supplement it with "what are you serving?" I find "what are you serving?" is a more important question than "who are you serving?"

Posted on October 18, 2013 by David Anderson

The Kanban Lens

Regular readers who follow everything I post may already have spotted that I introduced a new way of thinking about Kanban. Like almost all of these "new" things, it isn't new at all. In fact, the concept existed in my first book, Agile Management, published over a decade ago. It took Andy Carmichael attending my coaching masterclass in Hamburg earlier this year to remind me of it. The Kanban Method is unpinned by the concept of "flow." Once again, something hiding in plain sight that I hadn't been thinking about or articulating clearly for a while.

Posted on September 27, 2013 by David Anderson

AKT Credential Now Available to Corporate Trainers

Lean Kanban University, Accredited Kanban Trainer (AKT) credentials are available to internal corporate trainers as well as trainers from independent training firms. There is a class of LKU membership called Internal-Corporate AKT. Such trainers are able to teach certified Kanban training classes internally at their firms and issue Lean Kanban University certificates to attendees.

Posted on August 17, 2013 by David Anderson

"What Kanban Needs is a _______ Solution!"

Over the last few years, I have been told on many occassions that Kanban needs to add specific guidance for: requirements definition and work breakdown; holding conversations; software architecture; holding meetings about improvements; negotiation; and most recently a governance solution. Sometimes, this advice is couched with a condition such as "Kanban won't scale unless you add _____".

The natural reaction when challenged like this is to reply with, "Indeed! I'll get right on that!" or "We already have a solution to that. We teach it. I've presented it at conferences but I haven't written it in a book yet." The natural response is to want to make Kanban bigger.

I'm not going to do that! I'm not going to make Kanban bigger. In fact, I'm seeking to make it smaller and tighter. Here's why...