1. Method Name

Kanban

2. Alternative Names

Kanban System, Pull System (from the Japanese word "kanban"—signal card, visual label)

3. Brief Description

Kanban is a system for managing the flow of work (or materials) that operates on the "pull" principle. New work begins only when there is available capacity, which is signaled by the return of the Kanban card. Its goal is to limit work in progress (WIP) and highlight bottlenecks.

4. Purpose / When to Use

It is used to manage flow in repetitive processes, from manufacturing to software development and marketing. It prevents overproduction and team overload by limiting the amount of work in the system. It is ideal for implementing the pull principle, where an internal or external customer “pulls” work from the previous step.

5. Procedure / How to Apply It

The Six Basic Rules of Kanban:
1. Never pass on a defective part.
2. The customer (the next process) takes only what it needs.
3. Produce only the exact quantity that the customer has taken.
4. Level out production (Heijunka).
5. Kanban is a tool for fine-tuning and reducing inventory.
6. Stabilize and standardize the process.

Implementation using a Kanban board:
1. Visualize the workflow: On a board (physical or digital), draw columns that represent the steps in your process (e.g., “Ideas,” “Ready to Work,” “In Progress,” “Testing,” "Done").
2. Create cards: Each work task or item is represented by a card.
3. Limit work in progress (WIP Limits): For each column (especially for active phases such as “In Progress”), set a maximum number of cards that can be in it at any one time. This is the most important step.
4. Flow management: The team moves cards from left to right. A new card can be “dragged” into a column only if there is space available (current number of cards < WIP limit). This naturally reveals bottlenecks—columns where cards are piling up.
5. Define Rules (Policies): Clearly describe when a card is considered “done” in a given column and can move on.
6. Continuously improve: Use metrics (Lead Time, Cycle Time, Throughput) and regular meetings (retrospectives) to improve the flow.

6. A Real-World Example

In Production (Two-Card Kanban): When an assembly operator uses up a container of screws, they take the "Production Kanban" from it and send it to the warehouse. Based on this card, the warehouse clerk prepares a new container of screws, attaches a "Movement Kanban" to it, and sends it to the assembly line. The Production Kanban remains in the warehouse as a signal to replenish stock. In IT (Kanban Board): The team has a “Development” column with a WIP limit of 3. This means that programmers can work on a maximum of three tasks at a time. Until they complete one of them and move it to “Testing,” they cannot take a new task from “Ready to Work.”

7. Benefits

- Prevents team overload: WIP limits protect the team from multitasking and burnout
.- Highlights bottlenecks: It immediately shows where work is piling up and where improvement efforts should be focused.
- Improves flow and predictability: Leads to shorter and more stable delivery times
.- Simplicity and flexibility: Kanban can be applied to any existing process without the need for revolutionary changes.
- Reduces inventory (both physical and informational).

8. Risks / Limits

- Ignoring WIP limits: Without discipline in adhering to WIP limits, Kanban becomes nothing more than a "bulletin board with sticky notes" and loses its effectiveness.
- Not suitable for projects with fixed deadlines: Kanban is flow-oriented, not focused on fixed deadlines like Scrum, for example. Although the two can be combined.
- Lack of feedback: Without regular meetings and a commitment to improvement, the process will not improve.
- Poorly defined workflow: If the columns on the board do not represent the actual process, the system will not work.

9. Practical Tips

- Start where you are now: You don't need to change your processes, roles, or responsibilities. Just visualize them and start managing the flow
.- Setting WIP limits: Start with a limit of about 1.5 times the number of people working in a given phase and gradually reduce it
.- Use a physical board: For teams just starting out, a physical board with sticky notes is often better because it encourages direct communication and interaction
.- “Stop starting, start finishing”: This is the main mantra of Kanban. It’s more important to finish what’s in progress than to start something new.