Lean Kanban Training

28,500.00 27,900.00

Organizational goals today are defined by the need to eliminate waste and enhance productivity, thereby ensuring effective delivery of products and customer satisfaction. Lean, which was first adopted successfully by the production industry, is fast gaining acceptance in the software industry as a methodology which will help streamline processes and cut costs.Lean and Kanban aim to improve lead time and reduce bottlenecks, thus delivering goods on time without overshooting budgets or time considerations.
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1) Agile and Lean Principles

  • What is Kanban?
  • Kanban and the Agile Manifesto
  • Agile Principles

2)Kanban Introduction

  • Kanban with Little k and Big K – the
  • Kanban  technique and method
  • Kanban Core Principles
  • Revolutionary vs Evolutionary Change
  • Core Practices of the Kanban Method
  • When is Kanban typically used?

3)Visualizing the Workflow

  • Work Items
  • Handling large work items, Identifying & sizing Work Item Types
  • Modeling the Process
  • Demand Analysis

4)Kanban Boards

  • The Relationship between a Kanban Board and the Value Stream
  • Setting up and using a Kanban Board
  • Different Options for Kanban Boards
  • Queues and Buffers

5)Kanban Simulation

  • Team-based realistic simulation of using a Kanban system in action

6)Limiting Work in Progress

  • Queuing Theory – Little’s Law
  • Calculating Lead Time
  • Calculating Throughput
  • Calculating WIP
  • Calculating Release Time
  • Why Limit WIP
  • Techniques to Limit WIP
  • Where to Apply WIP Limits
  • Input Queues
  • Output Buffers
  • Setting WIP Limits

7)Measuring & Managing Flow

  • Cumulative Flow Diagrams
  • Measuring Flow
  • WIP as an indicator of Lead Time
  • Identifying Problems
  • Removing Bottlenecks
  • Cumulative Flow Diagrams in Relation to Kanban
  • How to Produce a Cumulative Flow Diagram
  • How to Measure Lead Time
  • How to Measure WIP
  • How to Measure Flow
  • How to use the Cumulative Flow Diagram to Identify Problems
  • Five Focusing Steps to Remove Bottlenecks
  • Interpreting a Control Chart
  • Interpreting a lead time distribution chart

8)Making Process Policies Explicit

  • Classes of Service
  • Cost of Delay
  • Definition Of Done
  • Scheduling Policies
  • Service Level Agreements

9)Feedback Mechanisms

  • Empirical Feedback
  • Feedback Within the Team
  • Feedback Between Teams
  • Feedback from Manager to Team Member
  • Cadence and Rhythm
  • Daily Standups
  • Retrospectives
  • Operations Review

10)Kaizen – Collaborative Improvement

  • Improvement Cycles
  • Rhythm and Cadence
  • Operations Reviews
  • The Context for Change
  • The Steps required to Build a Kanban system
  • Apply a Kanban System to your Organization
  • Prepare a Roll-Out Plan for your Organization


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