The dilemma of an agile manager

Kanban - Chapter 1

Goals

• sustainable work pace

• achieve the business goals

• achieve modifications in large organizations

Issues• senseless schedules and partial deliveries

• refusal to accept modifications

• you can not prescribe a team how to work

• consequences:

• not a sustainable work rate

• schedules are not respected

• quality deteriorates

One-Size-Fits-Allthere is no perfect solution

Bottlenecks

Pull Systems• a task is only done, if the previous one is finished

• limit the Work In Progress (WIP)

• recognition by visualizing the bottlenecks

Let’s go for Kanban

• Kanban is a method for production process control

• Kanban = signal card

• allows Kaizen process - continuous improvement

Success examples• Kanban in Avarteq:

• switch from list system to flow visualization

• insights therefrom:

• identification of bottlenecks

• improvement of customer acceptance

• avoidance of too much input at one time

➡better collaboration with the customers because of the good visualization

Conclusion• helps to limit the WIP

• visualization of bottlenecks

• Kaizen process is made possible

• increases the transparency

• better collaboration with the customers