[June 20, 2014]

Japanese edition

written by me Korean edition

English editionJapanese edition

translated by me

English edition Japanese edition

translated by us

Entrance Exit

Development period

Task

Task

Task

Task

Task

Task

Task

Task

Task

Task

and Box them all by the exit as planned

Plan them at the entrance

Task

Task

Task

Task

Task

Task

Task

Task

Task

Task

Task

Task

Task

Development period

Correct!!

Correct!!

If quality or schedule is in danger, you have to reduce the scope

to keep the quality and schedule.

“Punt” was general term and common sense for updating plan

when I worked for Microsoft.

全開発期間

i t e r

Sprint

a t i o

Sprint

n ; i t

Sprint

Development period

Iterative sprint running boxes brimming tasks into the next buckets.

All buckets would be full and the workload can be leveled.

http://pc.watch.impress.co.jp/docs/2005/1121/gyokai142.htmhttp://www.chunichi.co.jp/hold/2008/yui_no_kokoro/list/200805/CK2008051402011210.html

in a Basket.

Laminated.

Parts Parts Parts

Production

Division

Building

Division

Completed Consumed

Stick on Remove

draw next parts

Kanban mainly shows:

- Model # of the parts

- Location of Building Division the parts sent to, like a post office tag

Stick Kanbanas soon as

you completed the parts

Parts mustbe matched

with Kanbanone-to-one

Don’t start productionof the parts

w/o Kanban

Make partsin order of

Kanban arrival

Pay attention to non-

circulatingKanban!

Reduce the number of

the Kanban

Don’t send defective todownstream

Coordinate quantity of

the inventoryw/ season

To prevent losing the parts you completed.

Total # of parts should equals to total # of Kanban

for accurate parts tracking.

Even if you have spare time, making parts

w/o Kanban is just making excess inventory.

You can make the parts only when you have the Kanban.

Kanban arrival order should be respected as parts production order.

Changing the order might save your time,

but it can cause waiting time in the downstream as well.

Less quantity of inventory can be achieved w/ this rule.

But too less Kanban makes the parts not arriving on time, so

Reduce the Kanban bit by bit carefully to find suitable volume of inventory.

If you lost any Kanban, the parts won't be arrived on time.

Important to circulate all Kanban w/o delay.

If you make any defect, the # of parts will be not enough

and that would stop downstream of production line.

You can do it by coordinating # of Kanban

according to the seasonal demand. (ex. air conditionar)

Electronic Kanban must exist physically.

It cannot be fully electronized.

This is not essential.

He is about to start production of the parts described on the Kanban.

Kanban can be stored on a Wall or in a Basket.

Ticket can be stored on a Wall or in ITS as well.

http://itpro.nikkeibp.co.jp/article/JIREI/20080924/315302/

Correct!!

Correct!!

triaged

by lead

Issue Issue Issue

Tester Lead

Found Closed

draw next issues

Piled as

test cases

resolved

by dev

verified

by test

Stick on

Ticket mainly shows:

- Details of the issue

- Name of person the issue sent to, like a post office tag

File Ticketas soon asyou foundan issue

Issues mustbe matchedwith Ticketone-to-one

Don’t startact againstthe issue

w/o Ticket

Do issuesin order of

Ticket priority

Pay attention to non-

circulatingTicket!

Reduce the number ofthe Ticket

Don’t send defective todownstream

Coordinate quantity ofthe backlogw/ velocity

To prevent forgetting the issue you found.

Total # of issues should equals to total # of Tickets

for accurate issue tracking.

You can start the task only when you have the Ticket.

If you have no Ticket for it, you have to file Ticket first.

You can see who is doing what in ITS w/ this rule.

Ticket priority order should be respected.

Changing the order w/ only your convenience might save your time,

but it can cause waiting time in the downstream as well.

# of Ticket have to hit zero by exit of the sprint.

If you neglect any Tickets, the issue won't be resolved by the exit.

Watch any issues left undone for long time at one person.

Important to circulate all Tickets w/o delay.

If you make any defect or blocker issue,

that would stop downstream of production line.

Velocity means capacity of time box

or capacity of your team in one sprint.

You can plan the amount of backlog according to the velocity.

Stick Kanbanas soon as

you completed the parts

Parts mustbe matched

with Kanbanone-to-one

Don’t start productionof the parts

w/o Kanban

Make partsin order of

Kanban arrival

Pay attention to non-

circulatingKanban!

Reduce the number of

the Kanban

Don’t send defective todownstream

Coordinate quantity of

the inventoryw/ season

Please find the similarities with the Ticket!!

File Ticketas soon asyou foundan issue

Issues mustbe matchedwith Ticketone-to-one

Don’t startact againstthe issue

w/o Ticket

Do issuesin order of

Ticket priority

Pay attention to non-

circulatingTicket!

Reduce the number ofthe Ticket

Don’t send defective todownstream

Coordinate quantity ofthe backlogw/ velocity

Please find the similarities with the Kanban!!

http://www.stevemcconnell.com/ieeesoftware/bp04.htm

Backlog→

Backlog→

Backlog→

days

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The glide path

is approaching!!

glide path

flight path

Backlog

We have to have all backlog landed by the exit.

Note: both includes WIP.

(Inventory items that are Working in Progress.)

Eventually, build and deliver to the customer.

How can we do that w/o resolving issues

increasing during sprint?

Hey, what magic happens?

Keep the

Suitable Quantityof the Inventory Items

(Remaining Sprint Backlog)!!

days

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tity

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glide path

flight path

The glide path shows Suitable Quantity of remaining backlog roughly.

If flight path is deviating far from the glide path, you need to update the plan.

Feel free to Contact Me if you have

any question, concern or interests.