[vc_row][vc_column][vc_column_text]<\/p>\n
[\/vc_column_text][vc_column_text]kanban (\u770b\u677f)<\/p>\n
\/\u02c8kanban\/<\/p>\n
noun<\/p>\n
1.Signboard or billboard in Japanese.<\/p>\n
2.A scheduling system used for the control of material movements for just-in-time (JIT) production.<\/p>\n
3. Information card used in Kanban systems.<\/p>\n
Origin: Japan.<\/p>\n
I think that starting with the meaning of the word will be a good starting point. I will share my thoughts about the Kanban Methodology in the Information Technologies sector, I will refer to that as KANBAN in short. I wanted to write this article because there are not enough Turkish sources in this subject and many of them cause false perceptions.<\/p>\n
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I would like to state that I am not an authority on Kanban. I’m afraid of the Dunning Kruger effect (bit.ly\/dnngkrgr<\/a>). However, I and my friends received the second prize in the Medium Sized Enterprises category in Efficiency Project Awards 2016 organized by the Turkish Ministry of Science, Industry and Technology Directorate General of Efficiency, as a result of my experiences and knowledge acquired with my studies on Kanban and adaptations made in the company since 2012. This may be a reference point for you as readers to evaluate me. You can see the award application document here (bit.ly\/vpo2016PDF<\/a>).<\/p>\n In accordance with the Kaizen philosophy, I continue to go into the depths of Kanban by questioning my experiences with new knowledge. Therefore, I would like to warn you in advance that my ideas expressed here may be invalid or need updating later.<\/p>\n <\/p>\n Question everything: this doctrine is adopted by the Kanban community which I follow, with the slogan \u201cNo Dogma\u201d, leaving the door open to different ideas to open the way for the community to improve itself. Another slogan is the title of this article, \u201cYou are allowed to think!\u201d. This slogan is one of the catalysts that I tell myself again and again when I practice and interpret the methodology; it helps me come up with solutions.<\/p>\n <\/p>\n You can imagine that it is not possible to fit this topic completely into an easy-to-read text. Therefore, I am sharing this article with you as the first part of a 3-part series. In this section, explaining what Kanban is not, rather than going directly to the heart of the problem and focusing on what Kanban is will be more appropriate to the slogans \u201cNo Dogma!\u201d and \u201cYou are allowed to think!\u201d. Therefore, do not expect me to mention Kanban’s basic principles and main practices in this first section. If you don’t have any information about Kanban, this first article of the series may be a bit advanced for you.<\/p>\n So, let’s start.<\/p>\n Kanban is a lean\/agile methodology, which was applied for the first time by David J. Anderson in the early 2000s, which takes its characteristics from Lean Production principles (especially Taiichi Ohno’s lean production technique applied in 1953 in Toyota), and which includes systemic optimized approaches such as the Theory of Constraints and Systems Thinking.<\/p>\n In the foreword of the Essential Kanban Condensed<\/em> (Anderson and Carmichael, 2016, goo.gl\/ZbtDIk) booklet, Janice Linden-Reed (President, Lean\u00a0Kanban, Inc.) describes Kanban as \u201ca method that shows us how our work works\u201d. Both the definition I stated at the beginning and this statement are enough to explain how much importance Kanban places on visualization. When we visualize something, we can better understand it. The best way to realize a problem that obstructs flow or causes blockage is by visualizing the system (our brain is a visual entity.\u00a0j.mp\/brainVis<\/a>).<\/p>\n I have told you that I would not go into definitions, principles, and practices in this article, but we kept the tradition with a brief history and definition. Now, let’s go back to our bleeding wounds and the gossip that everybody’s waiting for.<\/p>\n As in many other subjects, we are about 10-15 years behind. Kanban has gained popularity among agile groups in Turkey as well as Scrum, after the agility culture started to spread slowly in our country. But unfortunately, people try to define Kanban with absurd statements such as \u201cA version of Scrum without sprint\/timebox\u201d, \u201cit is suitable for maintenance teams but not for project teams\u201d, \u201cit is no better than ToDo list\u201d, \u201ca method that can be used in small-scale transformations\u201d, \u201cit is like Waterfall but agile method\u201d.<\/p>\n I’ll take only two of the above-mentioned expressions, and please remember \u201cYou are allowed to think!\u201d slogan every time you have difficulty and choose the explanation or comment that makes sense to you.<\/p>\n\n