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Kanban in Maersk Line
Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012
Tokyo Imperial Garden
Toyota Kanban
• WIP kontrol• Pull vs Push
Kanban in Maersk Line
Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012
Under Maersk Lines paraplystrategi - streamLINE - er der i værksat en række initiativer, der sikre at rederiet bliver endnu mere konkurrencedygtige gennem industriens bedste leveringssikkerhed, fortsatte CO2-reducerende initiativer og sidste men ikke mindst ved at sætte kunden i fokus, oplyser Eivind Kolding til Klaus Lund & Partneres nyhedsbrev.
X-Leap er Maersk Lines største og vigtigste af disse programmer.
Formålet er at gøre det ligeså enkelt at booke en container hos os som en bog hos Amazon.com
X-leap: The goal
Source: http://epn.dk/brancher/transport/skib/article2069838.ece
Maersk Line CEO
Agile Project
Agile
ScrumXP
Lean
Kanban
?
4 co-located teamsDaily team stand-upsDaily Scrum of Scrums
Sprints of 3 weeksRelease after 2 sprints
Traditional SCRUM boardA story backlog per teamSprint level stories
Still Challenges
• Variation in the number of stories we delivered in each release
• Increasing number of unfinished features• Our metrics indicated an increase in the effort (number of
story points) we delivered in each release, but we got less functionality
• Uneven load on the individual team members
Needed improvements
• We needed to focus on completing functionality that would deliver value
• We needed to deliver value to our sponsors in each release• We needed to be more predictable • We needed to better utilize the full team capacity
Visualize the Workflow
• Map the existing development process in the team• Identify value adding activities, hand-over point, and queues• Visualize the workflow on the team’s board (Kanban Board)
Visualize the Workflow
To Do InPrep.
In Development Waiting forDeployment
VerificationReady Tested
Done
To Do In Progress Done
Limit Work in Progress
• Feature (stories) that has independent value and can be release
• Commit to deliver a complete feature• Focus the team on completing work already started• Focus on what is left to do, rather than what we have done• Collaboration • Pair Programming• Grow T-Shaped people
Limit Work in Progress
U R G E N T
To Do InPrep.
In Development Waiting forDeployment
VerificationReady Tested
Done
To Do In Progress Done
Make Process Policies Explicit
• Agree on policies regarding• Definition of Done
• Workflow
• Work in Progress limits
• Acceptance and Sign-Off
• Prioritization
• Make polices visible on the board
Make Process Policies Explicit
U R G E N T
To Do InPrep.
In Development Waiting forDeployment
VerificationReady Tested
Done
To Do In Progress Done
Policies
Measure and Manage the Flow
• Identify metrics That are meaningful for the team• How are we performing?
• Are we happy with our performance?
• How do we like to perform in the next release?
• Make the metrics visible on the board• Use the metrics and data as input to discussions on how the
team can improve - retrospectives
Metrics
• Value Delivered• Number of features delivered
• Number of value points delivered
• Cycle Time• Number of working days per feature
• Number of working days over Story Size
• Quality• Number of defects
• Time to fix (Cycle Time)
Performance
K1_1 K1_7 K2_3 K2_9 K3_5 L1_1 L1_7 L2_3 L2_9 L3_5 M1_1 M1_7 M2_3 M2_9 M3_5N1_-2N1_5 N2_1 N2_7 N3_3 N3_90
20
40
60
80
100
120
Done Development Grooming Backlog
Num
ber
of
Sto
ries
Karpo Lycos Metis Nike
Feature Cycle Time Icarus 3 – Nike 3
Icar
us 3
Jupite
r 1
Jupite
r 2
Jupite
r 3
Karp
o 1
Karp
o 2
Karp
o 3
Karp
o 3*
Lyco
s 1
Lyco
s 2
Lyco
s 3
Met
is 1
Met
is 2
Met
is 3
Nike 1
Nike 2
Nike 3
0
10
20
30
40
50
60
70
80
90
Average
Sprints
Num
ber
of
Work
ing D
ays
Delivery vs. Commitment Date
Series1
-15
-10
-5
0
5
10
15
Committed
Days
Late
Days
Earl
y
Cycle Time / Size
0 50 100 150 200 250 3000.00
0.50
1.00
1.50
2.00
2.50
Size
Cycl
e T
ime /
Siz
e
0-20p 21-50p 51-100p 101p -
Continuously Improve
• Keep improving the team’s process and flow through regular team retrospectives
• Keep improving the project’s process and flow through regular project retrospectives
• Keep improving and adapting the Kanban boards to support the processes
• Experiment within the team and across the project
Continuously Improve
Scaling
• Alignment through daily stand-ups• Project Kanban board• Focus on flow of features• Focus on project deliveries• Focus on collaboration across teams• Focus on removing impediments
Make Process Policies Explicit
Feature Queue Teams Grooming In DevelopmentTechniucal Queue
Done
Feature Technical Defects
Tracking Cycle Time
Questions?
Ingar JentoftsenDelivery ManagerX-Leap Maersk Line IT
+45 3363 8858ingar.jentoftsen@maersk.com
Back Up Slides
X-leap: Value stream analysis for a feature
X-leap: Root cause analysis for why hardening phase takes so long
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