Signature
In the 21st century, the most important job of enterprise managers is to improve the productivity of internal knowledge workers, so that knowledge workers can manage themselves, learn independently and innovate constantly. People no longer use output to measure productivity, and quality (value) becomes particularly important. Pain points unnecessary deadlines, overly optimistic feature range estimates, make the focus of the work into the work to squeeze the deadline rather than the quality of the work done. Switching and integrating in the dismantled cubicle has a profound negative impact on the completion rate, the avoidance of defects, and team morale. Blocked work is often submerged in a large number of workflows until the delivery date drops to the point of exposure, but it is too late. Everyone is very busy, but they do not know each other's work, communication is not smooth. Kanban Scheme Kanban is a source of information that fully demonstrates the current state of the project, and truly sees the work and process as helping to understand. Kanban method is simple, but the more simple and flexible the more the need for experience and details of support, need practitioners have enough experience and control power. Kanban three elements: visualization, limited in the product (Wip,work in Process), management flow
By visualizing information that is not visible in the work of knowledge, the Kanban system frees the team from chaos and teaches the team to work with the "pull" approach, which is to react quickly to the information when it is received, rather than a disorderly "push". Work should not match time, but need to flow. Shift focus from the focus on the process to the flow of attention. Too much damage flows in the product. Stop startup, focus finish. Attention
To get the most out of a tool, it's not enough to use tools alone. In the use of the same time, but also should be systematic understanding of the idea behind it, and through reasonable improvement of continuous optimization.