Flow efficiency

Scrum vs. Kanban (Henrik Kniberg)

Scrum and Kanban Summary

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Scrum

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1. Split your organization into small, cross functional, self organizing teams.
2. Split your work into a list of small, concrete deliverables. Sort the list by priority and estimate the relative effort of each item.
3. Split time into short fixed-length iterations (1-4 weeks) with potentially shippable code demonstrated after each iteration. 
4. Optimize the release plan and update priorities in collaboration with the customer, based on insights gained by inspecting the release after each iteration. 
5. Optimize the process by having a retro after each iteration.

Kanban

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1. Visualize the workflow. 
1. Split the work into pieces, write each item on a card and put them on a wall. 
2. Use named columns to illustrate where each item is in the workflow.
2. Limit WIP. Assign explicit limits to how many items may be in progress at each workflow state.
3. Measure lead time -- average time to complete one item, sometimes called cycle time. Optimize the process to make lead time as small and predictable as possible.

Scrum vs. Kanban

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Japanese Lean Terminology

Chaku Chaku

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Chaku chaku is an efficient style of production in which all the machines needed to make a part are situated in the correct sequence very close together.

The operator simply loads a part and moves on to the next operation. Each machine performs a different stage of production, such as turning, drilling, cleaning, testing or sandblasting.

Example...

Gemba

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Gemba walk is an essential part of lean management philosophy. Gemba is the factory floor where the actual value is produced. The philosophy behind Gemba is problems in business process or production become visible / best improvements come from by actually "visiting the place where value is created" -- Go and See the work as it is being produced. It encourages communication, transparency and trust. Shouldn't be employed to point of flaws of employees.

Hanedashi [Lean Manufacturing]

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Device or means of automatic unload of the work piece from one operation or process, providing the proper state for the next work piece to be loaded. Automatic unloading and orientation for the next process is essential for a “Chaku-Chaku” line.

Hansei 

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Reflection / self reflection. Similar to retrospective / post-mortem, review. Look at yourself in the mirror.

What item of WIP are you limiting in a Scrum with Kanban?

1. Even if the team is using tasks, WIP limits should primarily be applied to PBI and not tasks. Limiting tasks may be useful, but doesn't replace limiting WIP at PBI level.
2. Flow of Value / Learnings = Flow of PBI and not the tasks