Kanban (Meaning and Explanation)

We explain what the Kanban method is, how it works and what its benefits are. In addition, we tell you how its origin and its history were.

What is Kanban?

Kanban is the Japanese name (written 看板) of an information system that operates based on cards that harmoniously identify and control production processes of an organization. It is considered a subsystem of the method Just in time (“Just in time”), also known as the “Toyota method”, which consists of the arrival of inputs and manufactured products at the time and in the quantities in which they are needed, without the need to be stored.

The Kanban method operates in a similar way: the product or inputs are accompanied by an identification card that, once the products have been used or consumed, is sent to the producer as an order. in order to stimulate inventory replenishment. In this way, a continuous flow is produced that reduces the need for storage and subordinates production directly to demand which prevents excess production.

This same principle, generally applied to factories, It is used for the management of intellectual work, in what is known as Kanban boards o Kanban Boards. The latter operate based on making visible the work pending, in process and completed, using identification cards for each task or task, and arranging them on a board that has three columns, each one for the respective status of work. earring (all), in progress (doing either work) either finalized (donated).

This method is used in software development, business operational management and many other work areas, always under the slogan of not overloading workers and generating a stable flow of work.

Origin and history of Kanban

kaban origin history toyota — Toyota implemented the Kanban method, which was replicated by its American competitors.

The Japanese word kanban It means “visual sign” or “card” and it was a production management model emerged in Toyota factories around 1940 as an evolution of the method Just in time that already ruled the company.

The idea of its creation was to establish a transparent and efficient work model, which would allow those involved to know at all times which processes were ready and which were not. The creation of this method is attributed to the Japanese industrial engineer of Toyota Taiichi Ohno a method that was later replicated by its American competitors.

How does the Kanban method work?

The central idea of the Kanban method is generate a transparent and uninterrupted flow of production for which it uses an evolutionary and non-disruptive perspective on work. For this, it is possible to use physical boards (such as acrylic whiteboards) or specialized Kanban software tools.

The idea is make the times and flows of the different processes visible in a simple way and thus be able to make decisions that maximize efficiency or reduce “bottlenecks”, just as the Toyota company did in the mid-20th century by eliminating the need to store raw materials and manufactured goods.

In short, the Kanban system proposes that a given task be identified with a sticky card (a post itfor example), which must move through the different stages of its process to accompany it and make it visible. This displacement occurs in the hands of the team that performs it, so that the board becomes a meeting point and dialogue between work teams and from these meetings options for improving the system emerge.

For the method to be successful, however, attention must be paid to its four fundamental principles, detailed below.

The principles of Kanban

You always start with what you already do. In other words, we should start with what we are already doing, not try to start from scratch to organize the process. Kanban works on procedures that are already underway, since it operates based on their evolution and immediate future development.
The changes are proposed in a gradual and evolutionary way. Radical changes may be attractive, but they come with higher failure rates. Kanban proposes the identification and undertaking of small but significant changes, carried out continuously: the idea is to gradually lead the system towards a new standard.
Current roles, processes and positions are respected. Changes always bring resistance, and the best way to apply them is by preserving the current hierarchy and structure, to gradually move towards the improvement of the system, and not towards its violent revolution.
Leadership is exercised at all levels. The Kanban method does not delegate leadership to management nor does it operate vertically, but rather requires the consensus of those involved, who must undertake and sustain changes with conviction. Otherwise, old practices will continue through inertia or opposition.

Benefits of Kanban

kanban board — The visual approach of the Kanban methodology allows for simpler task tracking.

The key benefits of the Kanban method can be summarized as:

Allows greater organization and collaboration. The visual approach of the Kanban methodology allows for simpler, faster and more pragmatic task tracking, which translates into greater possibilities for collaboration between different teams and more flexible mental structures.
Promotes performance and transparency. The flexibility and pragmatism of the Kanban method places performance and transparency first, that is, it gives priority to efficiency and communication, two key features in the success of any type of organization. By allowing the progress of processes to be openly observed, dialogue is encouraged and room is made for small changes.
Allows better distribution of work. The visibility and aesthetic simplicity of the Kanban model implies less investment of time and effort in work presentation models, implementing a simple and direct scheme that reduces waiting time and facilitates the reallocation of resources.

The six core practices of Kanban

According to what was proposed by David J. Anderson and his followers, the Kanban method can be implemented correctly if six fundamental tasks, called “practices,” are taken into consideration:

View the workflow. To understand the needs of the workflow, it is vital to acquire a general perspective of how it takes place, and this requires a correct visualization of the process, that is, a good representation of the different dynamics involved. To do this, it is key to set out as many columns on the board as there are stages, for example, so that the cards or labels take their place according to their current stages.
Limit the Work-in-Progress. The Kanban system is a type system pull (“pull” in English), which requires the completion of pending work before being able to assume new stages or needs. That is, workers should be encouraged to complete their tasks in order to advance and take on new ones, avoiding at all costs the accumulation of work “in progress.”
Direct and manage flow. This is the crux of the Kanban method: controlling the workflow, to highlight its key stages, and to discover and solve funnels or “bottlenecks”. To do this, it is advisable to identify and eliminate intermediate waiting stages, reduce handover time and make the workflow a smooth, predictable, harmonious process. In this way, the completion times of each task can be predicted with certainty.
Explain usage policies. Use policies are the rules of the work process, which must be fully and commonly understood by all those involved. Clear, explicit and simply formulated rules of the game are a great ally for solving problems, which encourages the autonomy and independence of the worker. These “rules” can be thought of as an algorithm to follow, an observation protocol or simply the patterns to know and recognize when a task is ready and therefore should move to the next column.
Use feedback loops. A feedback loop is an analysis mechanism in which the response of a process provides information regarding how the process itself occurred and thus contributes to decision making that leads to its own improvement. In other words, it is a feedback between product and process, in which the first provides valuable information about how the second takes place. Metrics, reports, continuous evaluation of the workflow is key to making the right decisions.
Evolve collaboratively and experimentally. Since Kanban is an evolutionary improvement process, its results occur in the medium or long term, and take place to the extent that the community is involved with small changes that improve performance. Each change is measured, evaluated and thought about scientifically, which is not difficult once you have the process diagram clearly illustrated, and thus you can move towards the global and continuous improvement of the organization.

Differences between Kanban and Scrum

Both Kanban and Scrum are project organization methodologies, which emphasize continuous movement and they focus on small, simple, specific tasks. Both have an approximation Agile and Learn (“Agility and learning”), but they approach their processes in very different ways from each other.

Thus, while Kanban emphasizes the visualization of workflow and continuous flow, Scrum proposes the implementation of timelines for each assignment and delivery cycle (sprints) which generally range from one to four weeks. Kanban is a stable model, which is committed to predictability and experimental change; Scrum, on the other hand, is a highly adaptive and structured model, although with defined fixed roles.

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