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Tag Archives: 101
Customer Alert System: Element #13 of the Kanban
In 2006, my first kanban based project involved setting up a Personal Kanban for a team of 12 developers. Since we were just starting out with kanban, we had no idea what to expect. I did know a few key … Continue reading
Gemba Symbolizer: Element #12 of the Kanban
In Lean the “Gemba” is where everything happens. It’s the crime scene, the shop floor, ground zero. In manufacturing, the Gemba is a physical location, filled with gear, that you can walk along and evaluate for operational productivity, efficiency, and … Continue reading
Work Flow Laboratory: Element #11 of the Kanban
The Personal Kanban shows us what is happening, how it is happening, by whom it is happening, and even why it is happening. Here we see a bottleneck between coding and QA. The cause of this is currently unknown. But … Continue reading
Collaborative Aid: Element #10 of the Kanban
“Hey Tonianne, I see you’ve pulled the ‘Strike sheet for Kaizen Camp’ ticket. I took some notes from our meeting the other day, they are in the ‘Kaizen Clean Up’ mind map. Just take a look at that, it should … Continue reading
Conversation Starter / Conversation Avoider: Element #9 of the Kanban
“What’s wrong with this picture?” “What are you going to do to get that completed?” “Would you like help?” “Are you blocked?” “Why did this happen this way?” “I totally didn’t expect that, did you?” The kanban is a conversation … Continue reading
Grounding Object-Element #7 of the Kanban
We discussed the Planning Fallacy in Number Five, but that’s just the tip of the cognitive bias iceberg. The fact is that we are subject to well over a hundred named cognitive biases like: Fundamental Attribution Error Distinction Bias Sunk … Continue reading
The Estimate Refinery–Element #5 of the Kanban
In our book Why Plans Fail, we discuss something called the Planning Fallacy and, as is pretty apparent by its name, how it mucks with our ability to plan. It turns out that we’re quite unskilled at planning. As a … Continue reading
A Leading Indicator–Element #4 of the Kanban
It seems we’re addicted to metrics. People believe that if you measure something over time, you’ll see patterns in the data and act on them. The problem is that most metrics are lagging indicators. These are metrics that can tell … Continue reading
