Synchronizing the moment of having available capacity at downstream stage with the time an item completed by up-stream is for me the ultimate objective.
Because Flow has been enabled since:
– No stage with available capacity is idle
– No completed item is waiting to be pulled
Two issues here toward this.
1. Ensure a quality input to downstream
Rejecting items by downstream due to quality issue is major cause of waste to the harm of the flow. It causes rework, extra waiting and adds to the WIP.
2. Set WIP limit for every person not only for each stage
In Agile projects, it’s not uncommon having some person involved in multiple stages of the value stream. Setting the person’s WIP limit can avoid adding more work even if the stage WIP limit allows so. This can result in revisiting the stage WIP limit. Limiting the WIP has positive impact on quality and reducing stress on practitioners.
How we can influence client demand pattern?
To achieve Just-in-time, client demand should arrive when we are ready to immediately process it, this can serve to:
– Reduce waiting time of client demand
– Provide quick feedback to client
For me client demand should be full-filled and should not be subject to estimation, approval, Go/noGo, and other steps. For me those steps are non-value add, because the very reason of initiating a request is an operational need that the client encounters. We should believe that the client does not have vested interest to waste time of their business analysts in creating un-necessary work to the development organization.
Again, how to influence client demand rate?
If we can produce software at the rate of client demand, then this means that the demand should have arrived at the same rate by which we produce software. It’s kind of vicious circle! Let me say it in another way, if our software delivery system has been tuned to produce software at same rate of client demand, that means we have influenced the demand to arrive at the right rate to our system!
It came back to us!
The Kanban system is empirical and is based on continuous improvement structure to adapt to the varied demand rates. As the system become stable, that means the demand rate became predictable.