Toyota's Kata: The Routines of Thought and Action that Underpin Amazing Performance
The originator of the so-called "kanban".
Remove redundancy from preventing failures, and identify areas for improvement by letting them fail more often
In "kanban work methods," the concept of "visualization of tasks" is easy to grasp, but in "Toyota Kata," the nuance is much different.
A means to be able to discover problems that need to be improved #Problem Discovery
To put it crudely, we are cutting down more and more on margins, inventory buffer, freedom of equipment selection, etc.
Set up a masochistic setting that is so close to the edge that if something goes wrong, the line stops immediately.
Improvements observed daily in that state.
p.150
If the objective is "to achieve the target production volume," a system that avoids problems may seem preferable, but if the objective is "Continue to improve and survive," a system with a high degree of freedom is not acceptable because it makes it difficult to know the cause of problems. A system with a high degree of freedom does not inherently improve the problem.
I doubt that it can be applied to software development backlogs, since no two backlogs are the same, although cars can be made in any number of the same shape.
The "kanban work method" commonly practiced today is not a pull system or leveling, but "work visualization.
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