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And in this video we'll look at all three aspects of Kanban, using a coffee machine, a Doctor Who Lego figure, and a coffee mug.
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141. What is Kanban? Kanban explained using a coffee cup
#kanban #agile #developmentthatpaysoff
What is Kanban? Well, it's many things: Kanban is an object, Kanban is a set of principles. Kanban is also an agile framework. And in this video, we'll look at all three aspects of Kanban, with the help of a coffee machine, a Lego figure from Doctor Who, and a coffee mug. Three Aspects of Kanban — Before we get too into too much detail, let's get this clear: There is Kanban, the agile framework – an alternative to Scrum. I like to write /"Kanban/" with a capital K in this context. Long before there was Kanban with a capital K, there were a couple of lowercase Kanbans: Kanban, the thing, the object, the sign, and Kanban, the set of principles. Today, we'll start by talking about the latter two. And later, we'll bring Kanban, the agile framework, back into coffee. Speaking of coffee, I think I'll go get a coffee. Coffee Shop ——– I walk into the coffee shop, place my order, tap my card, and it gets in and makes me a coffee. Finally, I pick up my coffee. Have you seen Kanban here? No, I haven't either. For the simple reason that there really is no need for any form of Kanban here. Now is probably a good time to introduce a few terms that I'll come back to later. What we have here is a defined process: take my order, make my coffee, and deliver it back to me. And since only one person is doing all the steps in that defined process, we really don't need any special orchestration – other than the fact that those three steps really should be done in that exact order. Scaling —– As the coffee shop becomes a neighborhood destination – and of course I wish it every success – then it will feel the need to scale things up a bit. One way would be to simply, well, instead of one barista in the shop, we could have two. Everyone does, well, everything! And assuming they can outsmart each other, we don't have to do much to make it all work: it remains the same defined process, and a little bit of orchestration is required. But by and large, it sorts itself out: the cash register is either available or not, and the coffee machine is either available or not. (In fact, that fancy machine looks like it could make more than one coffee at a time.) So that's one way: two people perform all the steps of the defined process. Specialization — The cafe has another way to scale things, and that's to specialize. Instead of hiring a second barista, they could opt for their own order taker. (I had a hard time finding a good Lego figure. This is apparently Doctor Who.) So yes: Doctor Who takes the orders, the barista makes the coffee. And that arrangement—that specialization—brings some notable benefits. We have our own order taker, who can get better at taking orders over time. And we have our own barista; he's entirely focused on making better coffee. There are other benefits to this approach, too. (And if you can think of any, I'd love to hear about them in the comments below.) This specialization of skills also comes with drawbacks. I'm going to focus on just one of those drawbacks: We've added a level of complexity to our process that didn't exist before: Our defined process now requires two people to fully execute it. For the first time, we have to handle the handoff between the person taking the order and the person making the coffee. Handling the Handoff —- Let's see this in action. Here's the cafe. Let's get the barista in. And let's get this Doctor Who guy in. And let's give them a couple of customers to serve. This person — who just arrived at the cafe and got in line — this is our hero. His name is Robert. And Robert is waiting patiently in line, ready to be served. Now he's at the front of the line. He gives his order: type of coffee, type of milk, etc. And all this information is written on the cup. How interesting! He also asked for
https://www.youtube.com/watch?vLib1vFmfCng&listPLngnoZX8cAn-OGRF9LTZ05gecTzx6bGrI
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