Most teams exploring Kanban never go beyond Proto-Kanban. Although this provides significant improvements, we ask ourselves, “How can a full Kanban System evolve?”
When working at Ding.com, JP and Jose had that same question. The company had a wide education programme to introduce all its staff to Kanban. The next step was to encourage teams to drive their own improvements and support teams in their discovery of new ways of working.
At the beginning of this process, teams struggled to decide what parts of Kanban would help them to improve. They were like a writer facing a blank page: blocked and anxious.
We wanted teams to run more autonomously, select options that fit their context and develop their ability to experiment and discover things. To that end, the coaching team (JP, Jose and Andy de Vale) created the Kanban (Rough) Guide. This was set as an experiment where the Guide provided an extensive (but intentionally incomplete) list of practices related to Kanban. The Guide focuses on generating options for teams to explore as they look at ways to improve.
With the Guide, teams pull coaching support based on their ongoing needs, rather than coaches pushing what to do next. This completely flips the coaching relationship.
Having seen the results at Ding, we believe that this approach leads to healthier and deeper improvements to work environments, Kanban or otherwise. We want to validate this in other organisations.
In this session, Jean-Paul and Jose will introduce their case study and show how they used the tool at Ding.