You can explore Heijunka, another Lean concept, to see how you can level your production activities. To solve this and let work flow smoothly, we must limit machine A’s production to 300. If we let machine A produce 500, a bottleneck will be experienced in machine B. Illustrating this in the manufacturing setting, machine A can produce 500 units but machine B, its subsequent process, can only process 300 units at a time. In order to achieve a steady flow of work, all units within the Kanban system should only produce the number of items based on the capacity of its limiting contributor. You can build on the product as the market demands or as your product direction leads you to it. If a customer wants to have the facility to download a report from your app, you don’t need to throw in a print feature as well. How does this apply to knowledge work? Having a Minimum Viable Product (MVP) mindset helps in this area. You also run the risk of having the product deteriorate or become obsolete. These include opportunity costs from the resources and money spent to build the item, storage costs, and transportation costs. If you overproduce, what are you going to do with that excess inventory? You’re stocking up on more costs. Taking only what you need would lead to only producing the exact quantity of products that are required. Rule #3 of the six rules of Kanban works hand-in-hand with rule #2. This also means following the priority in your backlog. For knowledge work, we can see this as only working on customer requests or orders when needed. This prevents overproduction, lowers costs, and makes operations more reflective of the demands of the market.Īpplying this rule as one of the six rules of Kanban is fairly straightforward for manufacturing processes. Take Only What’s NeededĪ successful Kanban implementation requires that downstream processes only pull what they need. If the team agrees that all features and enhancements need to pass these levels of testing, then that’s the only time they can release them to market. There can be functional, regression, integration, performance, and stress testing to name a few. But the same applies to knowledge work.įor example, in software development, applications go through rigorous quality assurance testing before they’re released. This is fairly straightforward for tangible goods production. Policies help ensure that the desired level of quality is maintained at every step. This ensures that only quality products go to your customers, lessens waste, and decreases customer complaints. Defective products should be removed from the production line and be dealt with outside of it. Upstream processes shouldn’t pass products that do not meet the standards and level of quality expected. Let’s explore the six rules of Kanban and how they both apply to traditional production and knowledge work. Operations – Request for Proposal (RFP).
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