How Do I Know When I’m Ready to Implement Kanban?

Before implementing a new tool or a new methodology, you need to make sure you are ready to do it well. If you are not ready for it, you risk doing more damage than good, and implementing something like Kanban improperly might actually hinder your own or your organization’s productivity.

This is why we have compiled a list of indications to help you make sure you are ready for Kanban:

1.     You Understand the Terminology

Before implementing a methodology or a tool, you need to understand them, and be familiar with all of their underlying concepts. A good litmus test for determining if your knowledge has the required depth is by checking if you are familiar with the core terminology. If you don’t know what WIP limits, bottlenecks, pull/push systems, flow efficiency, the PDCA cycle, or swim lanes are, you probably need to learn a bit more about Kanban in order for you to be ready to implement it well.

2.     You Can Involve Everybody

When implementing Kanban in an organization or a team, it can only work if everybody involved in the actual work is invested and ready to get involved. If there are team segments or particular individuals that are involved in the process who are not going to be involved in the Kanban implementation, you are most likely going to fail. Kanban needs to be a common priority for everybody, not just to be effective, but to work at all. So if you can’t ensure that, you are simply not in the position to implement it yet, and you should look to expand the support for it first.

3.     You Have Studied the Particular Process

It doesn’t matter if you want to implement Kanban to manage a particular business process, an entire organization, a team or your personal workload – before you can implement the system, you need to study the actual process or set of processes you are going to use it for. As simple as Kanban is, designing a suitable Kanban board and/or Kanban cards requires the person in charge to understand the needs of the organization, and all the little specificities that are part of the process. Since Kanban focuses on the flow, the actual steps of the process need to be clearly understood, so they can become part of the implementation. Otherwise, you risk having the system as a hindrance instead of a valuable solution to problems and a source of improvement and efficiency.

4.     You Have a Clear Vision for the Implementation

You shouldn’t start putting Kanban into practice until you have a very clear idea of why it is going to be beneficial, and how exactly it is going to work. This means that you aren’t ready to implement Kanban until you have a clear vision for it. As mentioned above, Kanban might not be too complex, but in order for it to function correctly, it needs to be properly implemented. There are a few different things that you need to consider, such as: what you are going to have on the Kanban cards, what steps of the process you will use as columns, what WIP limits will be imposed, and if or how your swim lanes will be implemented. If all of that is clear, you are ready, otherwise you need to work on your vision more.

5.     You Have Though About What Could Go Wrong

Before you can claim you are ready to go through with any major transformation, ask yourself what could go wrong. You should do that before you implement Kanban. Try to think about any weaknesses in your plans, possible failures and obstacles, and how you are going to handle them. You are not ready to go through with a plan until you have considered the worst case scenario, as well and feel confident you know how to avoid it.

So Are You Ready?

Proper preparation is always a crucial part of success, so don’t rush anything. Implementing a new workflow management tool is not a small step, and you shouldn’t overlook any of the five indications on this list. Skipping any of them will put your project at a higher risk of failure, so the prudent thing to do would be to make sure you are thoroughly prepared. But if you have covered all your bases and you feel ready to succeed with Kanban, go ahead and enjoy it.

Learn more about Kanban >>>

The post How Do I Know When I’m Ready to Implement Kanban? appeared first on 6sigma.

When Not to Use Kanban Swim Lanes

Choosing the best tool for a particular task is not always easy, and we are often biased towards the wrong solution. This is especially true when we consider our positive bias towards complexity. A more complex tool might often look more appealing just on the merit of the fact that it supposedly has more features. Unfortunately, we often fail to realize that redundant features are almost always a hindrance. In Lean, we call this Overprocessing.

Such is the case with Kanban swim lanes. Many of us view them as a bonus and a feature, without taking into account that one of Kanban’s main advantages is its simplicity. This means that simplicity should be sacrificed only when this leads to a real benefit.

Undeniably, using swim lanes on your Kanban board might often be quite beneficial. After all, the concept was developed to add value, depth and utility when needed, and there are many implementations that are extremely successful. But the fact that we have the option to use swim lanes doesn’t mean that we should.

So here are a few cases when using swim lanes would actually be the wrong thing to do:

Each Team Member Has Their Own Swim Lane

Broadly speaking, having a separate Kanban swim lane for each team member defies the purpose of having a Kanban board altogether.

First of all, a Kanban board is supposed to simplify communication and teamwork. Separating each individual team member into their own swim lane inhibits collaboration on both a psychological and a practical level. First of all, in any industry that might benefit from having a Kanban board, there will often be tasks that are handled by more than one individual. Per-person swim lanes make this impossible to visualize, so the task ends up with one individual, possibly creating tension while making the board less informative and useful. On top of this set of practical problems, having this setup will lead to individualism, and most team members will start caring about their own tasks and success, instead of fighting for the team.

Secondly, individual swim lanes per team member usually destroy the concept of WIP limitations. When the allowed number of tasks in the Work in Progress column is lower than the number of team members, people are going to have to work together, collaborate and share experience. In this way, everybody will have to view the team as a unit, and would be compelled to act in the team’s best interests, not their own.

Swim Lanes Represent Different Phases

The main purpose of a Kanban board is to visualize the process in question in a comprehensive way. Each task should start on one side, and move through all the steps in the process, so it can reach completion on the other side. Swim lanes are a bit dangerous, because they allow for forks in the road, and often get misused. One of the most common mistakes while implementing them is having different phases of the same process represented as different swim lanes.

A tell-tale sign of this problem is when tasks reach the end of one swim lane, and then instead of going to the “Done” column, they start their journey all over again in a different swim lane. For instance, a software development company might have a Kanban board with the standard three columns To Do, Doing, and Done, and three swim lanes Design, Development and Testing. Obviously, each task will start in the Design swim lane, and then move through Development and then Testing before it lands in the Done column.

This will obviously create problems and is not a good way to visualize the flow. Swim lanes should not be sequential but parallel, and if they aren’t, they are just obscuring the big picture. Our development company example needs to expand the number of columns to properly represent the sequential nature of design, development and testing, and eliminate the pointless swim lanes from their Kanban board.

Swim Lanes Don’t Need to Be on the Same Kanban Board

A Kanban board should be practical and easy to use, so the larger a board gets, the more impractical it can become. When trying to implement a Kanban board in a large or diverse organization, it can become too cumbersome. That often gets handled by adding more and more swim lanes for different teams. That can sometimes benefit the organization by making the big picture universally visible, but most of the time, it only creates clutter. This happens when each swim lane actually represents a distinctly different process handled by a different team. If this is the case, it might often be a much better idea to create multiple Kanban boards for the different parts of the organization.

Generally speaking, a board that attempts to encompass disparate processes is unlikely to do a very efficient job. If there isn’t a good reason to keep the processes together on the same board, separating them will allow each department to use their own board with a heightened level of efficiency. In this way, each Kanban board can be customized to better represent each team’s workflow. This will lead to faster process improvement and tighter collaboration. If the organization still requires interdepartmental communication and coordination, an additional Kanban board can be created to handle that task explicitly.

So Should You Use Swim Lanes?

In the end, each organization is different, and the Kanban boards they implement should reflect their specific needs and workflows. While the recommendations or warnings in this article should help you avoid overusing Kanban swim lanes, the final decision should be based on achieving the best results in your specific situation. Just make sure you are not using swim lanes from the sake of complexity, and implement them only when they are adding real value to your Kanban implementation.

Learn more about kanban boards >>>

The post When Not to Use Kanban Swim Lanes appeared first on 6sigma.

Simple Kanban Systems to Setup at Home

Kanban and Kanban boards have proven themselves to be both efficient and effective in the business sphere, but you don’t have to be a business to take advantage of Kanban and its principles. There is a wide variety of applications for personal Kanban, and you can use this list of ideas at home as inspiration, to make your home more organized, efficient and fun.

The Personal Kanban Board

The personal kanban board is probably the simplest and most popular application of Kanban on a personal level. It’s a simple Kanban board with just 3 columns To Do’, Doing’ and Done’. It is really up to you if you want to use a digital solution to work with your personal Kanban board online, or if you’d rather have a physical board on the wall of your study or bedroom at home.

Some free electronic kanban tools are Kanban Tool, Trello and Cardsmith

Either way, this simple yet powerful visualization tool will allow you to handle your personal tasks in a more organized way, allowing you to increase your personal productivity. Just don’t forget to implement a limit on the Work in Progress allowed in the Doing’ column, so you can stay focused and remain efficient.

Learn more about Kanban boards >>>

A Kanban-Based Chore Board

No matter if you are living with your family, some friends, roommates, or even by yourself, creating a dedicated Kanban board for the household chores might save a lot of time (and often prevent a lot arguments). When you are living with people, it’s often harder to divide the tasks, and people might feel like they are doing more than the rest, even when that is not the case. Making the list of chores, and who is doing what, visible to everybody allows everyone to understand their own part, and to see that others are putting in an effort as well.

Additionally, explicit Kanban rules might be used to keep each person from having to do too much, while everything gets done on time. You can also create individual swim lanes for each person in the household, or use additional stickers to signify who is taking care of which task.

Kanban Inventory Management for Your Fridge and Pantry

The first Kanban implementation in Toyota didn’t really include a central visual Kanban board, but an integrated system that utilized signal cards that allowed demand to pull production. An extremely simplified version of that can actually make the creation of a grocery list an effortless and virtually automatic process. The idea is actually very simple, and the only thing you need to do is create a Kanban card for each product that you use on regular basis.

When you buy groceries, you stock them in your fridge or pantry, together with their respective Kanban cards. While you keep consuming the items, you take the cards of the items that have run out, and stick them outside your fridge with magnets. This will provide you with a very clear visual indication of when you are running out, and what you are running out of. In this way, the system will be able to alert you when you need to go shopping in a straight-forward visual way. Before you leave, just take out your smartphone, and take a picture of your fridge, and you have a ready-made grocery list in less than 2 seconds. Or you can use paper cards, and when you run out of the item, remove the card for that item (usually taped to the product), and put them into a basket, then take the cards to the store with you. Each card should contain the name of the product, brand, size, and any other pertinent information (flavor, ingredients, etc). This worked really well for me personally, when trying to manage dog food. I setup a min-max level, so when I was down to 3 cans of dog food, I had a card on the 3rd can that told me to buy 6 more cans (min of 3, max of 9).

Manage Your Children as a Team

Being a parent means that you have to teach your children to be independent, organized and responsible, while still being in control, and providing them stewardship and guidance. Striking the right balance between a hands-on and a hands-off approach can be a very difficult task, and Kanban can be a tool to help you achieve that.

You can create a dedicated Kanban board for your children and the tasks they have. It might include house chores, schoolwork, their hobbies, playtime and important appointments and tasks. You can have explicit rules and WIP limitations to make sure they cannot get to playtime before they have completed their schoolwork. Having a visual board will allow you to exercise control and supervision, without robbing your children of a sense of independence. This also teaches them to prioritize and organize on their own.

Event Management

You can also use personal Kanban to manage larger events you might have coming up. As Kanban is an effective and efficient way to manage large workloads, it can be extremely helpful when planning weddings, anniversaries or other large events that are more than a simple party.

If we look at a wedding as an example, we’ll see that there is a myriad of different tasks to be handled by a variety of people. While most of the work usually weights on the bride’s shoulders, there are always a lot of other people involved, and all of their efforts need to be coordinated. As the huge workload of organizing a wedding can be quite stressful, having a nice Kanban board to make everything organized can alleviate some of that pain. It will also make communication between everybody involved much easier, so more will get done, and fewer tasks will fall through the cracks.

Be Creative

As you can clearly see by all the ideas above, personal Kanban has more than one way to help you live a better life, and there are so much more examples that we haven’t mentioned. Everybody can find their own unique way to implement it at home. You can be as creative as you’d like, as the Kanban approach is quite flexible, and can be applied to everything we do.

How have you applied Kanban in your personal life? Add your comments below…

The post Simple Kanban Systems to Setup at Home appeared first on 6sigma.

What is a Kanban Retrospective

Since the time the concept of Kanban started on Toyota’s factory floor, it has been evolving. Kanban has proven to be a set of ideas, if not a complete methodology that can be implemented successfully in a wide variety of industries and applications. One industry where Kanban, and especially Kanban boards, have been embraced on a large scale is software development. While being implemented in that industry, it cross-pollinated with ideas from Agile development, and especially Scrum. This gave birth to the idea of Kanban retrospectives.

What are Scrum Retrospectives?

Scrum is a development management methodology that depends on sprints short periods of a week or two of intense development efforts with specific goals and deadlines. After each sprint is over, there is a retrospective, which is a meeting that allows the development team to discuss problems and successes encountered during the last sprint. This meeting can be used to come up with improvements to the way the team operates that can be put to practice as part of the next sprint. This type of activity allows Agile teams to ensure continuous iterative improvement.

Kanban Retrospectives

As software development teams and organizations, that were used to the Agile and Scrum methodology, started employing Kanban boards to manage their tasks and workflows, the idea of retrospectives became part of the way they saw Kanban. As Kanban boards were mainly dealing with the workflow, they felt that a codified approach to solving problems and challenges was needed. They adapted retrospectives as a way to interrupt the regular flow, and to institute improvements.

Since this was not a centralized process, a few different approaches to Kanban retrospectives were developed. Each of them has its own pros and cons, its own focus, and each might be suitable for a different type of organization. Teams that are using a Kanban board to manage their tasks might actually want to look into the different types of Kanban retrospectives, and implement one of them to help facilitate regular improvement. An added benefit of having retrospectives is that it allows team members to feel involved and connected to the project, and to express their opinions and concerns.

Type 1: Scheduled Retrospectives

The simplest option, that probably lies closest to the Scrum roots of the idea, is to hold retrospective meetings at regular intervals. This means that there can be a regular retrospective that takes place at a recurring day and time, usually once or twice a week. A discussion about problems, issues and blockers, about possible improvements, and about the workflow in general, is held every time regardless of the size of the agenda for each meeting.

While if conducted well, such regular retrospectives can boost morale by making team members feel listened to, and could keep them motivated and invested. If there aren’t that many issues, those meetings might start to become a waste of time, which contributes very little to the overall performance of the team or organization. This is the most natural way to conduct retrospective for software developers used to Scrum, but it doesn’t seem to be the most effective or efficient one for other industries, so looking into the other options might be a good idea.

Type 2: Stop and Solve

Having regularly scheduled retrospectives doesn’t fit with the typical way work items are handled by Kanban boards and systems, so another simple way to do retrospectives started to become popular. The stop-and-solve or stop-the-line’ approach  means that every time there is an issue (that the person who encountered it can’t solve it on their own), an immediate retrospective involving the full team is called. Everyone looks into the problem, and brainstorms for possible solutions until a solution is found.

While this might be a fast way to fix a problem from the point of view of the individual facing it, forcing everybody to drop what they are doing is extremely inefficient. Additionally, in many cases this might even turn out to be impossible to implement. Larger organizations, or teams where the team member are not always at the same location, wouldn’t be able to implement this, even if they wanted to. It comes with a few additional cons. For instance, it’s very easy for those impromptu retrospective to become a burden and a constant distraction. While Kanban is usually supposed to facilitate flow, these might disrupt it. Still, there are certainly industries and organization where this particular type of Kanban retrospectives might actually be useful, and would benefit the organization and its competitiveness by manufacturing solutions to problems much quicker than usual.

Type 3: A Kanban Pull System

The last approach to holding retrospectives aims to fully integrate them into the Kanban system, and to treat them in the same way as all other operations. When this approach is implemented, the Kanban retrospective is an operation that needs to be triggered by a pull system. In other words, retrospectives get initiated when there is an actual reason to, and this is often based on explicit rules that are more complex than calling one right away.

When there is an issue, a Kanban card is assigned to it, and since all employees could discover or encounter issues, all employees should have the right to create such a card. One option is to have a separate board for issues with a backlog, and a limitation on the number of issues that can be worked on at the same time. The twist here is that the explicit rule should not just cover a maximum, but a minimum as well. When the required number of issues has accumulated, a retrospective is held, which is what makes this a pull system. This is an organized approach that makes sure there are neither pointless retrospectives with nothing to discuss, nor constant interruptions that disrupt the workflow.

Should Our Organization Implement Kanban Retrospectives?

Kanban retrospectives are not a requirement for a successful Kanban implementation. When Kanban is a part of a larger methodology like Lean, the process of continuous improvement will be handled in other ways. If you feel that your particular Kanban implementation would benefit from a version of the Kanban retrospectives, you should take advantage of the idea and make it part of your system.

The post What is a Kanban Retrospective appeared first on 6sigma.

The Utility of Using Kanban Swim Lanes

Kanban is a great tool to visualize your business’ workflow, but the typical column-only configuration might sometimes lack the desired depth, depending on your circumstances. Kanban is designed to be efficient, and to force teams to prioritize and concentrate their efforts on what would have real impact. Its simple philosophy of limiting the number of tasks that can be in the Work in Progress’ (WIP) column might not be perfectly suited for all situations.

In all those situations where you are managing a larger team, or a team that needs to be flexible and accountable in more way, you can introduce Kanban swim lanes. Besides the vertical classification of tasks depending on the stage, you can use horizontal rows to divide tasks in different flows, depending on different characteristics. This allows for more complex WIP rules, and for a more detailed and thus meaningful and useful workflow visualization.

Types of Swim Lanes

As swim lanes can be separated in a variety of ways, they come in a variety of flavors to suit a wide variety of organizations and work. It’s important to note that swim lanes should represent parts of the process that run in parallel. If a tasks goes through one swim lane, and then goes back to go through another, swim lanes have not been properly implemented. Your board probably needs additional columns instead of your current swim lanes.

The most common criteria to separate swim lanes are the following:

1. Priority
2. Departments or teams or individuals
3. Features or user stories

Swim Lanes Based on Priority

Adding different swim lanes for tasks, with different levels of urgency, makes prioritization clearer and more effective. In this way, what is important is visually represented by the lane it has been positioned in. It also means that urgent tasks can always take priority, and overtake less urgent ones. Still, the management needs to be careful not to make the WIP limit insignificant through such implementation.

Swim Lanes Based on Departments or Teams or Individuals

When Kanban is used by organizations that are large enough to have different department or teams, it makes sense for each of them to get their own swim lane with its own WIP limit. Having a single maximum number of active tasks for the whole organization is impractical, and not that useful. Allowing each department to have its own swim lane allows management to organize their own work independently enough, while still being aware of the big picture, and what their colleagues from other departments are working on. For smaller groups, the swim lanes may represent individuals on a team.

Swim Lanes Based on Features or User Stories

Sometimes the most useful way to implement swim lanes is to separate them based on different facets of the product or service. While individual team members might not be associated with a single feature or user story, parallel progress on all of them might be important, so the organization might decide to visualize that, and also making it a part of the rules. This type of separation ensures that all features will be worked on, and none will be neglected, since each one gets their own WIP quota.

Additional Customization

To implement swim lanes to their full potential, you should realize that a swim lane doesn’t need to cover all columns, and there can be different types of swim lanes from different stages of the process. This adds immense flexibility, and might allow for very complex Kanban boards that still offer a high level of utility and comprehensiveness.

Additionally, many Kanban implementations might include a separate swim lane for repeatable tasks that need to be performed routinely. This allows adds more clarity to what is the current temporary work that needs to be completed, and what is part of the regular supporting process.  This makes things more intuitive, and makes WIP limits more meaningful.

Read more about Kanbans >>>

The post The Utility of Using Kanban Swim Lanes appeared first on 6sigma.

What Are the Principles of Kanban and Why Do They Work?

Kanban is both one of the simplest and most efficient tools to manage workflow in a visual way. It’s one of the important tools used in more complex process improvement methodologies (such as Lean), and its wide-spread adoption is a testament to its flexibility, utility and effectiveness. Kanban is based on a few core principles that ensure successful implementation at scales ranging from the individual to organizations with multiple departments and teams that need to be coordinated.

Let’s explore the 4 core principles that the Kanban approach is based on, and why following them is advantageous.

1.     Visualize

Our brains are wired in such a way that processing visual information is what we are best at. For instance, looking at charts or graphs gives us a much better understanding of a large set of numbers than looking at the raw data ever could. Kanban takes this visual approach and applies it to the workflow.

In Kanban, each task and each step of the process has a clear visual representation that also includes the most vital information. This is an extremely efficient way to make the current state of affairs in an organization visible and understandable by all. Everybody can infer what they need just by a quick glance at the Kanban board, and all workflow impediments like blockers or bottlenecks become obvious right away. This is extremely beneficial by making communication within the team easier and more efficient, and by uncovering problematic areas that need to be fixed.

2.     Limit the Work in Progress

One of the few rules that Kanban imposes is limiting the number of pieces of work that can be worked on at any given moment. The actual limitation depends on those that are managing the particular Kanban implementation, but the simple act of imposing a limit is quite advantageous.

This limit fosters focus and forces proper prioritization. This allows an organization to be efficient in how it utilizes its workforce. Additionally, it eliminates decision paralysis, as it doesn’t allow individual team members or managers to be destabilized by the sheer amount of tasks that have piled up, and prevents the common mistake of trying to do too much all at once. On top of this, having a WIP limitation also ensures that each piece of work will go through the workflow process as quickly as possible, which helps productivity.

3.     Focus on the Flow

Despite the fact that this can be partially viewed as a function of the first two principles, focusing on the actual workflow is a core value engrained into Kanban as a tool. It should be viewed as an integral part of its proper implementation. Kanban takes the workflow to the forefront of the team’s understanding of their job, and how their organization functions. While Kanban is being used to manage how individual pieces of work are handled as part of the larger process framework, data about what is going on is collected, so the flow can be described and understood using a system of clear metrics. This understanding allows the organization to gain deeper knowledge about its own inner workings, and sets the stage for the last principle

4.     Continuous Improvement

Kanbans have a lot of benefits in the day-to-day operation and management of a team or an organization. It puts you in a position where continuous improvement can be achieved and can become part of the company culture. By making sure everything is visual, and by focusing on the flow and collecting data about the performance of the system over time, Kanban allows improvement opportunities to be identified, and taken advantage of on a regular basis. As this process is repeated over and over again, even the smallest of improvements can start to affect the overall performance of the organization in a positive way. This leads to ever increasing productivity, efficiency and thus competitiveness.

Read more about Kanbans >>>

The post What Are the Principles of Kanban and Why Do They Work? appeared first on 6sigma.

How to Implement Kanban Cards

Kanban is a popular and powerful workflow visualization tool, and one of its main selling points is its simplicity. While the design of your Kanban system is important, one crucial factor that sometimes doesn’t get the attention it deserves, are the actual Kanban cards.

When you look at the Japanese meaning of the word Kanban, you’ll find out that it means either card or visual signal. This means that the cards are the actual namesake of this tool, which contains all the relevant information about what to do next. This is different than a kanban board, used to manage tasks in a project or office setting using sticky notes.

What Is a Kanban Card?

Kanban cards are a visual signal used to communicate that action is needed. When you encounter a card in your process, it means some action is needed to take place. On the card is written specific instructions about what to do. If the actions are completed, then the process continues to operate correctly. If the card is ignored, then problems arise over time.

Here is a good example of a simple kanban card system. At the Lean Enterprise Institute offices, they have a supply cabinet for tea. When the tea runs low, a card signals that more tea needs to be ordered. The card contains the relevant information to re-order more. There is enough time between the last box of tea and how long it takes to re-order more, so that they never run.

Read the entire example of kanban used for office tea boxes on Mark Graban’s blog >>>

The Standard Key Features of a Kanban Card

As mentioned above, the most important job of the Kanban card is to make vital information easily accessible. It needs to be visual and easily comprehensible, so the team members that look at it would be able to infer as much of the data it represents at a single glance. On top of this, it should include additional details, so important information will be readily available to everybody.

The Front Side of the Kanban Card

The front side of the Kanban card is what everybody sees at first glance, so it needs to include the most crucial information. It needs to communicate what’s essential without being cluttered. This can also be done through color coding, where each card color represents a different task or responsible person.

The first thing that the card cannot go without is a name of the task or activity it represents, such as “Call customer and request shipping approval”

Additionally, it usually includes the name or names of people responsible for it, and how long they have to complete the task. It might also include the batch size to perform the task (such as “group of 3” but ideally all tasks are done one at a time).

If the cards are part of re-ordering items, it might include part numbers, cost centers, ID numbers, location/department, supplier name, customer name, number of cards in the system, etc. These should be the most relevant information for the person needing to take an action.

The Back Side of the Kanban Card

While the front side of the card needs to make vital information readily available, the back side might include things that are important that don’t need to be visible at all times. Very often the flip side of a Kanban card is reserved for more detailed instructions, if the front of the card isn’t sufficient. It might reference a procedure number, a checklist of tasks to complete, a contact person to ask if there are questions, or any other information that doesn’t fit on the front of the card. Not all kanban cards have information on the back, so this is optional.

Here is an example of a kanban card used to signal that more left-handed smoke-shifters need to be re-ordered from Acme.

Want to learn more about kanban cards? Check out an introductory video from Gemba Academy >>>

The post How to Implement Kanban Cards appeared first on 6sigma.