5: Kanban, Flow, and Visual Management
- Page ID
- 135060
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)In Chapter 4, we studied Scrum as an iteration-based framework. Scrum helps teams work in short timeboxes, create usable increments, inspect progress, gather feedback, and adapt. Chapter 5 shifts the focus from iteration rhythm to flow.
Kanban and Lean help us see how work moves through a system. They ask questions such as: Where does work wait? Where does it pile up? Where are people overloaded? Where does rework happen? Where are customers waiting for value? Where are we starting too much and finishing too little?
This chapter is about learning to see the system. A team may look busy and still deliver slowly. A kitchen may look full and still be inefficient. A process may have many approvals and still produce poor quality. A backlog may contain hundreds of items and still fail to deliver customer value. Lean and Kanban help teams move beyond activity and focus on value flow.
A simple phrase captures the spirit of this chapter:
Stop starting and start finishing.
Starting work creates activity. Finishing work creates value.
By the end of this chapter, students should be able to:
- Explain how Lean thinking grew from the Toyota Production System.
- Describe pull systems using the supermarket replenishment story.
- Explain how Kanban supports flow-based work.
- Identify Muda, Mura, and Muri in everyday work.
- Describe common types of waste in Lean.
- Explain why WIP limits improve flow.
- Use 5S or 7S to organize workspaces and workflows.
- Connect Lean thinking to everyday examples such as Lean Kitchen, pre-vacation flow, and Miyawaki forests.
- Explain how the Kanban Pizza Game teaches flow, WIP limits, bottlenecks, and pull.
- Choose between Scrum, Kanban, Lean, and Scrumban based on the nature of the work.
- 5.1: Mapping to Exam Content Outline
- This page emphasizes the significance of Kanban and Lean in the PMI-ACP exam, showcasing their core Agile principles like value delivery and continuous improvement. Kanban is portrayed as a system visualization tool that limits work in progress, while Lean focuses on maximizing customer value and minimizing waste.
- 5.2: Kanban and Flow Guide
- This page discusses Lean thinking, which stemmed from Toyota's challenge to the American mass-production model, emphasizing the production of necessary items while reducing waste. It promotes efficiency in diverse settings and incorporates techniques like 5S for better organization. Lean is portrayed as a leadership philosophy focused on continuous improvement, valuing input from those engaged in the work, and cultivating a culture that centers on the delivery of value and streamlined processes.
- 5.3: Chapter Summary
- This page covers Kanban and Lean methodologies, highlighting their roles in work visualization and efficiency enhancement. Kanban prioritizes workflow, whereas Lean aims to minimize waste, unevenness, and overburden. It includes insights from Toyota's pull system about managing work capacity. Key practices in Kanban involve visualizing tasks, limiting work in progress, and promoting collaboration.
- 5.4: PMI-ACP Style Sample Questions
- This page covers Agile and Lean concepts, focusing on enhancing team efficiency and workflow through a Q&A format. It recommends visualizing work, limiting work in progress (WIP), and using Kanban for managing unpredictable tasks. It stresses identifying waste (Muda), implementing explicit policies, addressing bottlenecks, and learning from experiences like the Kanban Pizza Game to optimize flow and efficiency within teams.
- 5.5: Accessible Text Descriptions
- This page explores Kanban and Lean methodologies using four visual examples. It highlights the Kanban board for managing workflow and productivity, the Toyota Supermarket Pull System for just-in-time inventory, the Lean Kitchen for organization and waste reduction via 5S practices, and connects the Miyawaki forest to Agile principles by emphasizing the nurturing of conditions for sustainable team growth and continuous improvement.