In day-to-day work, sometimes certain tasks are more important than others. In order to show this prioritization clearly on the Kanban board, “swimlanes” can be added. These are horizontal lines that partition the work-in-progress section. For example, the team can add all orders into an upper section (a fast lane) that have to be processed more quickly than others, and other less time-critical orders below. This provides each team member with a quick overview of current priorities.
This method of presenting tasks increases work transparency in a very simple way. With the Kanban system, the team not only opts for a helpful visualization of workflows but also a method that limits the number of orders: Before starting to use Kanban in production, it is necessary to define how many orders team members should be able to process simultaneously. While there is no limit for the two outer columns, each inner column has its own maximum number. For instance, a team may only be able to process two cards per step at the same time. This is because – according to proponents of Kanban – multitasking tends to lead to delays.
Rather than pushing tasks from one step to the next, as is often the case, Kanban follows the pull method. In other words, the task is “pulled” from the previous column on the left when, and only when, the team members has capacity for a new task. This also means that the columns themselves are often subdivided into halves: on the one side are tasks that are currently being processed, and on the other are tasks than can move onto the next step.
Splitting the columns in this way enables capacities to be distributed even more efficiently. Especially when a task involves multiple steps before it is finished, otherwise jams can occur. If the first station works quickly but a problem arises in the second step, the team members from the first station should not carry on working, according to Kanban. Instead, they should use the freed-up capacities to help solve the problem in the second station.
Besides the limit for simultaneous orders, other rules can be presented clearly on the Kanban board. This includes when an order can be marked as completed and ready for transition to the next station. Moreover, it is important to note that these rules may change. After all, agile processes also involve regularly scrutinizing and adjusting these rules!
To improve the workflow over the long term, it is necessary to exchange feedback. The Kanban method provides for regular meetings (known as cadences), but does not directly stipulate when or how often these should be. Instead, Kanban pioneer David J. Anderson offers some suggestions: a daily Kanban meeting (like the daily Scrum), various topic-specific reviews, and other meetings.
Dialog among colleagues fits in with the general theme of Kanban: It is always about improving the workflow and product. Based on the actual situation, the team should gradually implement new improvements rather than organizing a big shift. This approach is often compared with the Japanese philosophy Kaizen. The theory – meanwhile adopted primarily in business management – promotes the idea of continuous improvement (Kaizen is Japanese for “change for the better”). However, there is no end goal. According to Kaizen, it is always possible to make changes.
Altogether, six different Kanban practices can be identified:
- Visualization: The Kanban board is a visualization of workflows. The design itself is relatively flexible. However, it is important that stations are clear and the relevant limit is shown for each column.
- Limitation: Each column may only contain a maximum number of orders. Only once an order card has moved right is the team able to take a new card from the left. This inevitably leads to a more efficient workflow.
- Management: During the work process, blockades and bottlenecks can emerge. In these kinds of situation, it is necessary to focus the team on clearing these obstacles. Apart from that, observing the workflow can help to correctly distribute capacities for the long term.
- Regulation: Defined process rules are intended to make workflows clearer and more transparent. These rules include the setting of limits as well as determining when a task is considered completed. Process rules must also be a visual and mutable part of the Kanban board.
- Feedback: Feedback forms a necessary component of workflows and is a prerequisite for their improvement. Regular meetings (known as cadences) should be held for this reason. In contrast to Scrum, Kanban does not provide a strict framework for these meetings.
- Kaizen: Processes within a team should always be a work in progress, as according to the theory no optimum can be achieved. Instead, it is important to strive for continuous improvement.