Starting a Kanban System for Software Engineering with Value Stream Maps and Theory of Constraints
Any process with a recognizable workflow can be made into an efficient pull system by applying the kanban method. We can use kanban to transform either a traditional phase/gate software development system or a time-boxed iterative system into a lean continuous-flow system.
Kanban is one of lean’s most fundamental methods, and kanban and value streams go together hand in hand.
“The two pillars of the Toyota production system are just-in-time and automation with a human touch, or autonomation. The tool used to operate the system is kanban.” — Taiichi Ohno, Toyota Production System
Value stream maps are the essential input into the design of the workcell and the allocation of kanban to processes. When you map out a value stream, the time proportions of value-adding processes are also proportional to the work-in-process that should be allowed in each segment of the stream. By examining the application of people to processes, we can begin to distinguish between pull vs flow transitions and allocate work-in-process limits accordingly. The Theory of Constraints can then be used to identify additional queue states and adjust kanban limits in order to smooth out flow and maximize total throughput. The resulting heijunka board becomes a live representation of the value stream in process.
This session is not meant to be a general description of kanban systems in software development. Rather it is a tutorial on how to launch the process for a new team or project. Some prior exposure to the kanban idea is recommended.
http://www.infoq.com/articles/hiranabe-lean-agile-kanban
http://video.yahoo.com/watch/1376740/4739520
30 minutes: We will construct value stream maps for both a functionally-organized IT department, and a cross-functional feature team, using typical examples from the presenter and enhancing them with real-life examples from the participants.
30 minutes: We will use these VSMs to draw a first draft of a heijunka board for each workflow, and iteratively enhance each board by discussing organizational scenarios and strategies.
30 minutes: Then, we will run a simulation of one of the heijunka boards, and introduce problem scenarios that we will use the Theory of Constraints to resolve.