Getting to “pull” at enterprise level: Why is it so hard?

In part 1 of this series I described the incredible benefits that Kanban is providing to organizations around the world. I asserted that far greater gains could be achieved if only Kanban initiatives were fully embraced and moved to a deeper level of “pull” at enterprise scale.

But how do we even know if we are achieving a complete pull system or not?

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Getting to “pull” at enterprise level

On my recent trip to China, I visited several companies with vast and impressive Kanban initiatives. In this 3-part blog series, I will share my realizations about the value of Kanban and the potential to do more, even at enterprise scale. Kanban is Ubiquituous! It’s...

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Avoiding Failures with Kanban Initiatives

There are two recognized types of failures with Kanban initiatives: a failure to install, Kanban aborted before it gets started; and a failure to improve after an initial shallow Kanban adoption. Both of these failures are avoidable and both are reasons why the Kanban...

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What We Know About Duration: Comparison

This is part 3 in my series dissolving our fascination with prioritization using Cost of Delay and related queuing theory equations such as WSJF (Weighted Shortest Job First) or derivatives thereof such as CD3 (Cost of Delay divided by Duration). I truly believe we all need to be protected from this latest cult. I don’t think it is serving the Lean or Kanban movements well – people simply can’t generate reliable numbers for these prioritization equations and even if they could the underlying mathematics isn’t sound. It’s going to take me 6 parts to fully deconstruct the futility and uselessness of these methods. This is part 3, the final part examining the denominator in such equations, the duration …

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