What is the process approach?

The process approach is a method of thinking applying to understand and plan the sequence
and interactions of processes in the system. Saying that again, it’s a method to plan the
processes and the interactions of these processes as part of the management system. A method
of thinking and planning makes it one of the reasons it is difficult for many to understand. We
apply this method of thinking and planning to our processes to see how they interact with each
other.

What is the purpose of the process approach?

The purpose of the process approach is the same purpose as the ISO 9001:2015 standard. The
purpose of the standard and the process approach is to provide consistent product and services
to the requirements to enhance customer satisfaction. The process approach is the most
effective efficient method to meet this purpose. The management system is made up of
processes, so we must understand how these processes work, and how they interact with each
other so that we can understand how the processes make the system more efficient and
effective. So, the purpose of the process approach is the same thing as the purpose of the
standard, it’s to make us to be able to provide consistent product and services to the
requirements to enhance customer satisfaction.

How do we implement the process approach?

Well the standard actually spells this out for us. If you go to sub-clause 4.4 of the standard,
you’ll see that the first thing that it asks us to do in there is to determine the inputs required
and outputs expected of process. This is how you implement the process approach; you
determine the outputs expected the inputs required, you determine the sequence and
interaction, you determine and apply criteria and methods to ensure effective operations and
control of the process, you determine the resources and ensure their availability, you sign the
responsibilities and authorities for the processes, you address risk and opportunities, you
evaluate the processes and implement changes to improve.
So, the process approach has been hidden in front of our face the whole time. It is spelled out
in sub-clauses 4.4; so the process approach is a method, it’s a way of thinking and its purpose is
the same as standards the methods to implement are spelled out in the standard in sub-clause
4.4.
Continuous improvement process: A 6 steps guide to implementing PDCA
By Madeline Miles

Human transformation hinges on the idea that we can better ourselves and
our organizations.

So when it comes to the continuous improvement process (Plan, Do, Check

and Act or PDCA), it’s an investment in reaching our full potential. This
journey isn’t a one-size-fits-all when it comes to implementing improvement
strategies or improvement techniques. It’s a deliberate process that requires
observation, analysis, planning, and action.
But continuous improvement also is built on the idea that coaching can help
people — and organizations — along the way. Like coaching, continuous
improvement is an ongoing effort. It’s built on a foundation of teamwork, a
strong company culture, and feedback. But it also requires support and
continuous improvement tools to help keep skills and capabilities sharp.
Everyone has the potential to grow and transform. We know businesses are
made up of people. So when you invest in your people, you invest in the
success of your organization.
Sometimes, continuous improvement is the smallest change that adds up
over time. Other times, continuous improvement goes hand-in-hand with
adapting to change and building resilience to stay competitive in today’s
market. Regardless, the process generates results without the pain that
comes with making big changes at once.
If it seems like there's room for improvement at work, or if you want to
become an industry leader who stays ahead of the curve, use continuous
improvement as a framework for making positive changes.

What is continuous improvement?

Continuous improvement is the process of making small incremental
changes that add up to significant results based on deliberate observation of
current processes.
Also known as Kaizen, the continuous improvement method originated in
Japan. Today, it’s been adopted by businesses across the globe as a way to
achieve operational excellence.
The main idea behind continuous improvement is that no process is perfect
and there is always room for improvement. The goal is to squeeze out waste,
optimize resources, and empower employees to make changes that improve
the company's bottom line.
Process improvement consultant Brian Ragone says it is "system thinking
where we build feedback loops so we get information from current processes
and reflect on how to improve them."
Ragone says the focus of continuous improvement is three-fold:
 Improving tools and materials
 Improving people and relationships
 Improving the work environment
That often means removing bloated tools. Other times, it's improving
documentation about how you work, so anyone can come in and get started
immediately. It’s also upskilling your people. Finally, it's removing barriers
from communication or just friction in work relationships.
Finally, it’s improving the physical, and psychological safety of your people
at work.
The 4 stages of continuous improvement
Continuous improvement is sometimes called the PDCA cycle, which stands
for Plan-Do-Check-Act. And those are the four stages of continuous
improvement.
Plan: Brainstorming and planning
Identify an opportunity for improvement and put together an action plan for
management. For example, you notice that your conversion rates are below
average for your industry. So you determine that you'll send a nurture email
sequence in addition to calling your leads.
Do: Testing solutions
Once you've identified an opportunity and determined how best to address it
through change, implement that change on a small scale. We do this to
objectively measure its effectiveness. For the email sequence example
above, that may mean only emailing a small percentage of leads (20% for
example).
Check: Verifying the effectiveness
Did the change work? We need to know before we can apply it organization-
wide. If our test 20% of leads convert better than the other 80% who don't
receive nurture emails, for example, we can conclude that the change was
effective.
Act: Implementing the solution
Once you confirm that your solution is effective, it's time to deploy it
organization-wide to reap the benefits.

Continuous improvement methods

There are several methods for continuous improvement. Here are five of
them:
 The Lean Method
 The Kanban Method
 Six Sigma
 Total Quality Management
 Agile Methodology.
The Lean method
The Lean methodology is a continuous improvement framework that was
originally developed for manufacturing. It has since been adopted by
businesses in other industries. The goal of Lean is to eliminate waste and
improve efficiency. And it does that by streamlining processes and
eliminating non-value-added activities.
The Kanban method
The Kanban method is a framework that helps you visualize your work and
optimize your workflow. The key principle of Kanban is to break down your
work into smaller tasks and then track the progress of each task through
every stage of your workflow. This helps you identify bottlenecks and areas
of inefficiency so you can make improvements.
Six Sigma
Six Sigma is a statistical framework that helps you identify and eliminate
defects in your process. The goal of Six Sigma is to achieve near-perfection
by reducing defects to a Six Sigma level. That's a defect rate of 3.4 errors
per million opportunities.
Total Quality Management
Total Quality Management (TQM) is a framework that ensures that your
products meet or exceed customer expectations. TQM is built on the
foundation of continuous improvement. It emphasizes the need to
systematically identify and address quality issues.
Agile Methodology
The Agile methodology is a framework for managing software development
projects. Agile emphasizes iterative development, rapid prototyping, and
constant feedback from stakeholders. The goal is to help teams create and
launch high-quality software products in a fast and efficient manner.

Why is continuous improvement important?

Increased efficiency and productivity
Because you’re constantly identifying areas where your processes can be
improved, you can create a more streamlined workflow that cuts down on
wasted time and resources. As a result, your team will be more productive.
Improved employee engagement and relationships
As Ragone stated, continuous improvement focuses on people and
relationships just as much as it focuses on tools. The feedback loops in
continuous improvement mean that employees watch out for opportunities
for improvement in communication.
When employees feel like they are a part of a continuous improvement
process, they are more engaged and invested in the success of the
company. And you’ll have better relationships between employees and
managers and a more positive work environment overall.
Reduced waste
By eliminating defects and streamlining processes, you can improve the
quality of your product or service. This not only leads to happier customers
but can also save you money in the long run by reducing the need for rework
and replacements.
Reduced costs
In addition to reducing waste, continuous improvement can also help you
save money in other ways. For example, by streamlining your process, you
may be able to reduce the amount of inventory you need on hand. And by
identifying errors early, you can avoid the cost of fixing them later on.
Improved customer satisfaction
When you eliminate waste and defects, you end up with a product or service
that is more likely to meet customer expectations. As a result, your
organization will experience increased customer satisfaction.
Reduced cycle time
One of the benefits of making small improvements is that you can do it
quickly. This means you can get your product or service to the market faster
and start seeing results sooner.
Increased innovation and staying ahead of the competition
Continuous improvement helps you stay ahead of the competition by
encouraging you to constantly explore new ways to improve your process.
And by making small changes, you can test out new ideas quickly and
cheaply to see if they’re worth pursuing.
When you have a system in place for making small changes on an ongoing
basis, you'll never stop improving.
Allows agility and adaptation to change
In today's business environment, adapting quickly to change is critical to
success. Building resilience as an organization is no longer a nice to have.
It’s a must for every business. Continuous improvement helps you build a
system that makes it easier to test out new ideas and quickly implement
changes.

The 6 steps in continuous improvement

There are many ways to implement continuous improvement in your
organization, but the most common method involves the following six steps:
1. Assess your current state
The first step in any process improvement initiative is to figure out where
you are today. This can be done by mapping your current processes.
“Process maps help you understand your current workflows and allow you to
spot opportunities for improvement (if any)."
Brian Ragone, Founder and Process Management Consultant at Puzzle
Ragone says this is the most important step in all forms of process
improvement.
Walk through your current business processes with the people involved.
Document every step (even those you deem irrelevant). Write down the
order your people complete those steps in through the end of the process.
Next, create a flow chart using a process mapping tool to show your ordered
process’ steps so you can see every detail with a birds-eye view
Then identify the role responsible for each step in your process and the tools
used. Project management tools, like Asana, can help with this process.
Remember, continuous improvement is about your tools and materials,
people and relationships, and environment.
You should begin to spot gaps and opportunities for improvement now.
2. Identify the root cause of problems
Once you know where your process breaks down, it’s time to find out why. To
identify the root cause of a problem, ask these five questions:
1. What happened?
2. When did it happen?
3. Who was involved?
4. What were they doing?
5. What were the conditions under which it happened?
3. Develop a solution
Now that you know where your process is breaking down and why, you can
create a plan to address the problem.
This plan should involve the people who are responsible for the steps in your
process. Brainstorm potential solutions and then choose the one that
promises to be most effective.
4. Implement the solution
Once you have a solution, it’s time to create a plan for implementing it.
This plan should include a timeline for execution, a list of responsibilities, and
any resources you’ll need. Then, put the plan into action.
5. Evaluate the results
After you’ve implemented your solution, it’s time to see if it worked.
Evaluate the results of your solution against your original goals for
improvement. If it didn’t work as planned, go back to step three and
brainstorm another solution.
6. Standardize the process
If your solution was successful, congratulations! The last step is to make sure
the process is followed correctly from now on.
To do this, create standard operating procedures (SOPs) that describe the
steps in your process. These SOPs should be clear and easy to follow so that
anyone can do them.
You should also create checklists or flowcharts that can be used as a
reference when following the process.
But remember that solutions are never final with the continuous
improvement model. Establish feedback loops that let you continually access
your processes for improvement.

7 ways to improve continuous improvement

There is always room for improvement in any process, even a process that’s
designed to be improved. Here are a few ways you can make your
continuous improvement efforts even more effective:
1. Create feedback loops
The best way to encourage continuous improvement is to create a culture
that supports it. Encourage employee involvement by asking for and
receiving feedback.
And when employees make suggestions, take them seriously and give them
the resources they need to make those improvements. It can also help in
your employee engagement efforts.
2. Focus on the customer
The goal of continuous improvement is to create a better product or service
for your customers. So, it’s important to keep them in mind when you’re
making changes.
3. Set SMART goals
SMART goals help you benchmark your progress and see if you’re making the
improvements you want.
4. Be flexible
Don’t be afraid to change your plans if you find a better way to do
something. The whole point of continuous improvement is flexibility in how
we approach work and changes.
5. Be willing to be wrong
If you’re getting feedback from your employees, not all of it will be the
feedback you like. Remember to approach all feedback with an open mind.
As Glenn Rogers, CEO of Float tells his team, “Seek continuous improvement
by welcoming feedback rather than defending against it. Your self-
improvement journey requires education, seeking advice from others, and a
willingness to be wrong.”
6. Communicate your plans
Make sure everyone in your organization knows what your plans are and how
they can help. Good communication will help everyone stay on the same
page and work together to improve your processes.
7. Celebrate your successes
When you make a successful improvement, take the time to celebrate it. This
will help motivate your team members and show them that their efforts are
appreciated.

Set on your continuous improvement journey

Continuous improvement is a powerful tool for any organization. By using it,
you can make small, incremental improvements that add up to big results
over time.
The key to success with continuous improvement is to start small. Don’t try
to do too much at once. Instead, make one or two incremental changes
focusing on one area at a time.
Remember, the goal is to make your process better, not perfect. There will
always be room for improvement, so don’t strive for perfection.
What Is Kanban?
Kanban is an inventory control system used in just-in-time (JIT)
manufacturing. It was developed by Taiichi Ohno, an industrial engineer at
Toyota, and takes its name from the colored cards that track production and
order new shipments of parts or materials as they run out. Kanban is a
Japanese word that directly translates to "visual card", so the kanban system
simply means to use visual cues to prompt the action needed to keep a
process flowing.

KEY TAKEAWAYS

 Kanban (Japanese for sign) is an inventory control system used in just-

in-time (JIT) manufacturing to track production and order new
shipments of parts and materials.
 Kanban was developed by Taiichi Ohno, an industrial engineer at
Toyota, and uses visual cues to prompt the action needed to keep a
process flowing.
 One of the main goals of kanban is to limit the buildup of excess
inventory at any point on the production line.
 Kanban also strives to limit bottlenecks by promoting communication
and information sharing between individuals and departments.
 Successful implementation of kanban may lead to reduced expenses,
greater customer satisfaction, more efficient processes, and minimized
risk due to unforeseen problems.

Understanding the Kanban System

The kanban system can be thought of as a signal and response system.

When an item is running low at an operational station, there will be a visual
cue specifying how much to order from the supply. The person using the
parts makes the order for the quantity indicated by the kanban and the
supplier provides the exact amount requested.

For example, if a worker is bagging product on a conveyor belt, a kanban

may be placed in the stack above the last 10 bags. When the worker gets to
the card, he gives the floor runner the card to bring more bags. A station
further from the supply room might have the kanban placed at 15 bags and a
closer one at five. The flow of bags and the placement of cards are adjusted
to make sure no station is left bag-less while the belt is running.

The kanban system can be used easily within a factory, but it can also be
applied to purchasing inventory from external suppliers. The kanban system
creates extraordinary visibility to both suppliers and buyers. One of its main
goals is to limit the buildup of excess inventory at any point on the
production line. Limits on the number of items waiting at supply points are
established and then reduced as inefficiencies are identified and removed.
Whenever a limit of inventory is exceeded, it points to an inefficiency that
needs to be addressed.
As containers of parts or materials are emptied, cards appear, color-coded in
order of priority, allowing the production and delivery of more before a hold-
up or shortage develops. A two-card system is often used. T-kanban
transportation cards authorize the movement of containers to the next
workstation on the production line, while P-kanban production cards
authorize the workstation to produce a fixed amount of products and order
parts or materials once they have been sold or used.

Kanban often requires company-wide buy-in to be effective. Each

department must be relied upon to perform their necessary tasks at a
specific time in order to transition the process to future departments.
Without this wide buy-in, kanban methodologies will be futile.

Kanban Core Practices

The kanban method has several core principles that define how processes
occur and how team members should be involved in the process.

Visualize Workflows

At the heart of kanban, the process must be visually depicted. Whether by

physical, tangible cards or leveraging technology and software, the process
must be shown step by step using visual cues that make each tasks clearly
identifiable. The idea is to clearly show what each step is, what expectations
are, and who will take what tasks.

Old-fashioned (but still used today) methods included drafting kanban tasks
on sticky notes. Each sticky note could be colored differently to signify
different types of work items. These tasks would then be placed into swim
lanes, defined sections that group related tasks to create a more organized
project. Today, inventory management software typically drives kanban
process.

Limit WIP

As kanban is rooted in efficiency, the goal of kanban is to minimize the

amount of work in progress. Teams are encouraged to complete prior tasks
before moving on to a new one. This ensures that future dependencies can
be started earlier and that resources such as staff are not inefficiently
waiting to start their task while relying on others.

A company must internally assess the appropriate amount of WIP to be

carrying as it works through the kanban process. This is often tied to the
number of people along the process; as the number of workers tied to a
project decreases, so does the allowed quantity of items being worked on.
This limitation also communicates to other teams or departments that they
must be considerate of their ask of other teams as each group of individuals
may be imposed a working limitation.

Manage Workflows
As a process is undertaken, a company will be able to identify strengths and
weaknesses along the work flow. Sometimes, limitations are not met or goals
not achieved; in this case, it is up to the team to manage the work flow and
better understand the deficiencies that must be overcome.

A critical part of kanban is to observe and eliminate bottlenecks prior to

them occurring. This includes forecasting production and resource utilization.
As a process becomes more predictable, a company will find it is easier to
make commitments to customers or make processes even more efficient by
fully scaling back additional unused resources.

Clearly Define Policies

As part of visually depicting workflows, processes are often clearly defined.

Departments can often easily understand the expectations placed on their
teams, and kanban cards assigned to specific individuals clearly identify
responsibilities for each task. By very clearly defining policies, each worker
will understand what is expected of them, what checklist criteria must be
met before completion, and what occurs during the transition between steps.

Implement Feedback Loops

When using the kanban method, companies often gather information,

analyze how the process is flowing, and implement changes to further
improve the process. This feedback loop allows employees to continuously
improve and make incremental, small improvements that are easier to adapt
to. The feedback may be positive feedback or negative feedback. The
kanban approach is to understand failures early in the process and to incur
them quickly; this allows the company to adapt to a correct path before the
inefficiencies become a larger issue.

Improve Collaboration

Because tasks are broken down into very small kanban cards, individuals
must often rely upon each other when using the kanban method. Individuals,
often on different teams, must collaborate and discuss transitions between
swim lanes, while other individuals must group to identify and resolve issues
quickly. Under kanban, changes to the process must be broadly
communicated as adjustments made in one area may have a wider impact in
other.

Kanban Board

The kanban process utilizes kanban boards, organizational systems that

clearly outline the elements of a process. A kanban board often has three
elements: boards, lists, and cards.

Kanban boards are the biggest picture of a process that organizes broad
aspects of a workflow. For example, a company may choose to have a
different kanban board for
different departments within its organization (i.e. finance, marketing, etc.).
The kanban board is used to gather relevant processes within a single
workspace or taskboard area.

Kanban lists are the to-do items within each board. For example, a
manufacturer may have each stage of manufacturing as a list item, as
kanban lists often represent different stages of production within a similar
field. Kanban lists may also flow from one task to another; often, one task
will end and another task will pick up with the next action item following the
completion of the prior list item.

Last, kanban cards live within lists and represent the most minute, detailed
action items needed to complete the list. These cards are the specific items
that must be addressed in sequential order to complete the list. For
example, a manufacturer must contact the supplier, confirm raw material
availability, submit the order, receive the inventory items, and begin
manufacturing. Each of these steps can even be refined further into more
specific kanban cards that represent mini-projects.

The example below depicts the an example of a kanban or pull system with
well-defined tasks, swim lanes, and an overall demonstration of the flow of
tasks.
Example of Kanban Board.
U.S. General Services Administration

Electronic Kanban Systems

To enable real-time demand signaling across the supply chain,
electronic kanban systems have become widespread. These e-
kanban systems can be integrated into enterprise resource
planning (ERP) systems. These systems leverage digital kanban
boards, lists, and cards that communicate the status of processes
across departments

Toyota, Ford Motor Company and Bombardier Aerospace are among

the manufacturers that use e-kanban systems. These electronic
systems still provide visual signals, but the systems are also usually
enabled to automate parts of the process, such as transport
through the factory or even filing purchase orders.

Scrum vs. Kanban

Scrum and kanban both hold methodologies that help companies
operate more efficiently. However, each have very different
approaches to achieving that efficiency. Scrum approaches affix
certain timeframes for changes to be made; during these periods,
specific changes are made. With kanban, changes are made
continuously.

The scrum methodology breaks tasks into sprints, defined periods

with start and end periods in which the tasks are well defined and
to be executed in a certain manner. No changes or deviations from
these timings or tasks should occur. Scrum is often measured by
velocity or planned capacity, and a product owner or scrum master
oversees the process.

On the other hand, kanban is more adaptive in that it analyzes what

has been done in the past and makes continuous changes. Teams
set their own cadence or cycles, and these cycles often change as
needed. Kanban measures success by measuring cycle time,
throughput, and work in progress.

Kanban should not be confused with kaizen, the methodology of continuous

improvement.

Benefits of Kanban
The idea of kanban carries various benefits, ranging from internal
efficiencies to positive impacts on customers.
The purpose of kanban is to visualize the flow of tasks and
processes. For this reason, kanban brings greater visibility and
transparency to the flow of tasks and objectives. By depicting steps
and the order in which they must occur, project participants may
get a better sense of the flow of tasks and importance of
interrelated steps.

Because kanban strives to be more efficient, companies using

kanban often experience faster turnaround times. This includes
faster manufacturing processes, quicker packaging and handling,
and more efficient delivery times to customers. This reduces
company carrying costs (i.e. storage, insurance, risk of
obsolescence) while also turning over capital quicker for more
efficient usage.

Companies that use kanban practices may also have greater

predictability for what's to come. By outlining future steps and
tasks, companies may be able to get a better sense of risks,
roadblocks, or difficulties that would have otherwise slowed the
process. Instead, companies can preemptively plan to attack these
deficiencies and allocate resources to combat hurdles before they
slow processes.

Last, the ultimate goal of kanban is to provide better service to

customers. With more efficient and less wasteful processes,
customers may be charged lower prices. With faster processes,
customers may get their goods faster. By being on top of processes,
customers may be able to interact with customer service quicker
and have resolutions met faster.

Disadvantages of Kanban
For some companies, kanban is not possible to be implemented or
not feasible to practice. First, kanban relies on stability; a company
must have a predictable process that cannot materially deviate. For
companies operating in dynamic environments where activities are
not stable, the company may find it difficult to operate using
kanban.

Kanban is often related to other production methodologies (just-in-

time, scrum, etc.). For this reason, a company may not reap all
benefits if it only accepts kanban practices. For example, a
company may understand when it will need raw materials when
reviewing kanban cards; however, if the company does not utilize
just-in-time inventory, it may be incurring unnecessary expenses to
carry the raw materials during periods when it is sitting idle.
Kanban also has the demand of needing to be consistently updated
for a few reasons. First, if completed tasks are not marked off, the
team analyzing next steps may not adequately assess where along
the process the team is at.
Second, there is no timing assessments to different phases, so
team members must be aware of how much time is allocated to
their task and what future deadlines rely on the task at hand.

What Are the Rules of Kanban?

Under the kanban method, companies must be continually
improving, providing feedback loops to workers, and striving to be
efficient with resources. Kanban requires companies to visually
depict processes, assign tasks to swim lanes, and ensure
individuals are communicating changes across the entire process or
project.

Why Do We Use Kanban?

Kanban strives to save companies time, money, and other resources
by ensuring there is minimal downtime between tasks. In addition,
kanban attempts to target bottlenecks before they occur, ensuring
that steps can be taken in advance to avoid having work in process
sit idly back while problems are fixed.

Is Kanban Agile or Lean?

Kanban bridges both agile and lean frameworks. It is agile in that
processes are visually depicted in advance of occurring. This means
changes can be made in advance of issues. In addition, kanban is a
pull system in that work is pulled through a process when each prior
step is completed. Instead of having inventory pile up from one
stage to another, kanban aims to have just enough inventory
working its way through a manufacturing process.

The Bottom Line

The kanban approach is a methodology that aims to minimize
waste, downtime, inefficiencies, and bottlenecks along a process.
Projects are visually depicted using boards, lists, and cards that
show responsibilities across departments. When executed
appropriately, kanban can minimize manufacturing expenses,
utilize labor more efficiently, improve customer service, and
minimize delivery times.
What Is Lean Six Sigma?
Lean Six Sigma is a team-focused managerial approach that seeks to improve performance by
eliminating resource waste and defects.
It combines Six Sigma methods and tools with the lean manufacturing/lean enterprise
philosophy. It strives to eliminate the waste of physical resources, time, effort, and talent while
assuring quality in production and organizational processes.
Simply put, Lean Six Sigma teaches that any use of resources that doesn't create value for the
end customer is considered a waste and should be eliminated.

KEY TAKEAWAYS

Lean Six Sigma seeks to improve employee and company performance by eliminating the waste
of resources and process/product defects.
It combines the process improvement methods of Six Sigma and lean enterprise.
Lean Six Sigma helps to establish a clear path to achieving improvement objectives.
The Lean strategy was established by Toyota in the 1940s and attempts to streamline operational
processes, from manufacturing to transactions.
Six Sigma originated in the 1980s and seeks to improve output quality by reducing defects.

Understanding Lean Six Sigma

Lean Six Sigma is a combination of Lean methodology and Six Sigma strategy. Lean methodology
was established by Japanese automaker Toyota in the 1940s. Its purpose was to remove non-
value-adding activities from the production process.
Six Sigma, on the other hand, was established in the 1980s by an engineer at U.S.
telecommunications company Motorola who was inspired by Japan's Kaizen model. It was
trademarked by the company in 1993. Its method seeks to identify and reduce defects in the
production process. It also strives to streamline the variability of the production process.
Lean Six Sigma emerged in the 1990s as large U.S. manufacturers attempted to compete with
Japan's better-made products. The combination strategy was introduced by Michael George
and Robert Lawrence Jr. in their 2002 book Lean Six Sigma: Combining Six Sigma with Lean
Speed.

The Lean Six Sigma Concept

The lean concept of management focuses on the reduction and elimination of eight kinds of
waste known as DOWNTIME, an acronym formed by the words defects, overproduction,
waiting, non-utilized talent, transportation, inventory, motion, and extra-processing. Lean
refers to any method, measure, or tool that helps in the identification and elimination of
waste.

The term Six Sigma refers to tools and techniques that are used to improve manufacturing
processes. The strategy attempts to identify and eliminate the causes of defects and variations
in business and manufacturing processes.
Six Sigma's DMAIC phases are utilized in Lean Six Sigma. The acronym stands for define,
measure, analyze, improve, and control. It refers to the data-driven five-step method for
improving, optimizing, and stabilizing business and manufacturing processes.
A Lean Six Sigma approach that combines Lean strategy and Six Sigma's tools and techniques
highlights processes that are prone to waste, defects, and variation and then reduces them to
ensure improvement in a company's operational processes.

Lean Six Sigma Techniques

The techniques and tools used to accomplish essential goals of the Lean Six Sigma strategy
include:
Kanban: Workflow management practices, such as work visualization and limited work in
progress, which maximize efficiency and promote continuous improvement.
Kaizen: Practices that engage employees and promote a work environment that emphasizes
self- development and ongoing improvement.
Value stream mapping: Analyze places to eliminate waste and optimize process steps.

5S tool: Method to ensure that the workplace is efficient, productive, safe, and successful.

JIT
Lean Six Sigma Just-In-Time (JIT) training allows employees to focus resources on what
customers need, when they need it, rather than building up unnecessary inventory.

Lean Six Sigma Phases

The DMAIC phases of Lean Six Sigma are Define, Measure, Analyze, Improve, and Control. They
are used to identify and improve existing process problems with unknown root causes.
Define
Define the problem from a company perspective, stakeholder perspective, and customer
perspective. Figure out the quality expectations that customers have and the extent of the
problem.

Measure

Examine the current process and how it contributes to the problem. Determine whether the
process can meet the previously defined quality expectations of customers. Match each process
step to your quality criteria. Support your measurements with actual performance data.
Analyze

Examine all information gathered thus far to finalize the exact nature of the problem, its scope,
and its cause.
Improve
Solve the problem and verify the improvement. Collaborate to structure a solution that
eliminates both the problem and its cause. Use your data to ensure that the solution fits the
issue at hand. Test the solution and derive performance data to support it.
Control
Monitor improvement and continue to improve where possible. Finalize acceptable
performance criteria. Establish a plan that can deal with variations that occur, sustain
improvements, and prevent a reoccurrence of the original problem.
DMAIC works best when used to solve a problem relating to a process, quality, or waste issue in
an organization.

Lean Six Sigma Belt Levels

Lean Six Sigma training uses Belts to denote Lean Six Sigma expertise. The exact specifications for
each Belt may differ depending on what organization provides the certification.
Belt Level Meaning Reports
To... White
Understands the meaning and goals of Lean Six Sigma, knows the terms associated with the
methodology.
 Yellow
Understands essential Lean Six Sigma concepts, tools, and techniques; can be part of project
teams and receive Just-In-Time (JIT) training.
Green
Has some expertise in Lean Six Sigma strategy; can launch and manage Lean Six Sigma projects
and provide JIT training to others. Focuses on the use of tools and the application of DMAIC and
Lean principles.
Black

Advanced Lean Six Sigma expertise; can be full-time, cross-functional project team leaders, as
well as a coach or mentor to Green Belts. Responsible for putting Lean Six Sigma changes into
place.
Master Black Belts
Master Black Has extensive Lean Six Sigma expertise; typically responsible for the Lean Six
Sigma initiative. Can act as coach or mentor and monitor projects. Works with company leaders
to identify efficiency gaps and training needs.

C-suite executives
Benefits of Lean Six Sigma
There are a number of established benefits to Lean Six Sigma methods for employees,
customers, vendors, and the company.
By increasing the efficiency of important processes, companies can improve the work
experience for employees and the customer experience for buyers. This can build loyalty inside
and outside of a company.
Streamlined, simplified processes can increase control and a company's ability to capitalize on
new opportunities quickly. They can also lead to more sales and revenue, lower costs, and more
successful business results.
Involving employees in a group or a company-wide efficiency effort can improve their skills
(e.g., analytical thinking and project management), improve their growth opportunities, and
boost camaraderie. By preventing defects, companies save on the time, money, and human
effort previously required to identify and eliminate them.

Lean Six Sigma vs. Six Sigma

Lean Six Sigma and Six Sigma are two related strategies that can solve process problems. Both
can help companies make noteworthy improvements in quality, efficiency, and use of time by
analyzing the way their processes function. Both use the DMAIC phases/method. Both are based
on creating a problem-solving workplace culture.
However, Six Sigma is focused on reducing defects and process variability to improve process
output and quality to meet customer expectations. Lean Six Sigma is focused on reducing or
eliminating the wasteful use of resources and defects to improve workflow and create more
value for customers.
Lean Six Sigma combines aspects of Six Sigma (such as data analysis) and aspects of the Lean
methodology (such as waste-eliminating tools) to improve process flow, maintain continuous
improvement, and achieve business goals.
What Is the Meaning of Lean Six Sigma?
Lean Six Sigma is a process improvement strategy that seeks to eliminate inefficiencies in a
company's process flow by identifying the causes of waste or redundancy and developing
solutions to address them.

What Are the 5 Principles of Lean Six Sigma?

Define, measure, analyze, improve, and control (DMAIC) are the five principles and phases of
Lean Six Sigma. They're the steps practitioners take to create more efficient processes and a
workplace culture that's focused on continuous improvement.

Why Is Lean Six Sigma Important?

Many consider it important for the measurable and consistent improvements in operations and
business results that companies achieve using it. It also might be considered important because
it combines the significant process streamlining of the Lean methodology of the 1940s with the
Six Sigma data-driven approach of the 1980s.

What Is Lean Six Sigma Training?

Lean Six Sigma training instructs students in the basics of Six Sigma methodology, as well as the
Six Sigma DMAIC roadmap. Students also learn how to apply the concepts in practical scenarios
as they go through the courses.

The Bottom Line

Lean Six Sigma is a management approach and method that endeavors to eliminate any
wasteful use of resources plus defects in production processes so as to improve employee and
company performance.
It draws on the Lean concept of the 1940s established by Japan's Toyota to reduce waste and
the Six Sigma strategy of the 1980s established by U.S. company Motorola to reduce defects.
By combining these teachings, Lean Six Sigma puts the best of both to work to streamline
efficient operations and financial outcomes for all kinds of organizations.
What is Agile methodology? (A beginner’s guide)
February 2nd, 2024

Summary

Agile methodology is a project management framework that breaks projects

down into several dynamic phases, commonly known as sprints. In this
article, get a high-level overview of Agile project management, plus a few
common frameworks to choose the right one for your team.
Scrum, Kanban, waterfall, Agile.
There's a wide array of project management frameworks you can use. Some
methods though, like waterfall, aren't as effective for software teams. With
priorities and customer needs constantly changing, the Agile methodology
breaks projects up into several phases to drive continuous improvement.
Agile project management isn’t just useful for software project management
— all types of teams have been successful with this dynamic methodology. If
you’re looking to get started with Agile, you’ve come to the right place.

What is the Agile methodology?

Agile methodology is a project management framework that breaks projects
down into several dynamic phases, commonly known as sprints.
The Agile framework is an iterative methodology. After every sprint, teams
reflect and look back to see if there was anything that could be improved so
they can adjust their strategy for the next sprint.

What is the Agile Manifesto?

The Agile Manifesto is a document that focuses on four values and 12
principles for Agile software development. It was published in February 2001
by 17 software developers who needed an alternative to the more linear
product development process.

What are the 4 pillars of Agile?

As outlined in the Agile Manifesto, there are four main values of Agile project
management:
Individuals over processes and tools: Agile teams value team collaboration
and teamwork over working independently and doing things "by the book.”
Working software over comprehensive documentation: The software that
Agile teams develop should work. Additional work, like documentation, is not
as important as developing good software.
Customer collaboration over contract negotiation: Customers are extremely
important within the Agile methodology. Agile teams allow customers to
guide where the software should go. Therefore, customer collaboration is
more important than the finer details of contract negotiation.
Responding to change over following a plan: One of the major benefits of
Agile project management is that it allows teams to be flexible. This
framework allows for teams to quickly shift strategies and workflows without
derailing an entire project.

What are the 12 Agile principles?

The four values of Agile are the pillars of Agile methodology. From those
values, the team developed 12 principles.
If the four values of Agile are the weight-bearing pillars of a house, then
these 12 principles are the rooms you can build within that house. These
principles can be easily adapted to fit the needs of your team.
The 12 principles used in Agile methodology are:
Satisfy customers through early, continuous improvement and delivery.When
customers receive new updates regularly, they're more likely to see the
changes they want within the product. This leads to happier, more satisfied
customers—and more recurring revenue.
Welcome changing requirements, even late in the project. The Agile
framework is all about adaptability. In iterative processes like Agile, being
inflexible causes more harm than good.
Deliver value frequently. Similar to principle #1, delivering value to your
customers or stakeholders frequently makes it less likely for them to churn.
Break the silos of your projects. Collaboration is key in the Agile framework.
The goal is for people to break out of their own individual projects and
collaborate together more frequently.
Build projects around motivated individuals. Agile works best when teams
are committed and actively working to achieve a goal.
The most effective way to communicate is face-to-face. If you’re working on
a distributed team, spend time communicating in ways that involve face-to-
face communication like Zoom calls.
Working software is the primary measure of progress. The most important
thing that teams should strive for with the Agile framework is the product.
The goal here is to prioritize functional software over everything else.
Maintain a sustainable working pace. Some aspects of Agile can be fast-
paced, but it shouldn't be so fast that team members burn out. The goal is to
maintain sustainability throughout the project.
Continuous excellence enhances agility. If the team develops excellent code
in one sprint, they can continue to build off of it the next. Continually
creating great work allows teams to move faster in the future.
Simplicity is essential. Sometimes the simplest solution is the best solution.
Agile aims to not overcomplicate things and find simple answers to complex
problems.
Self-organizing teams generate the most value. Similar to principle #5,
proactive teams become valuable assets to the company as they strive to
deliver value.
Regularly reflect and adjust your way of work to boost effectiveness.
Retrospective meetings are a common Agile practice. It's a dedicated time
for teams to look back and reflect on their performance and adapt their
behaviors for the future.

Create an Agile project plan template

What are the benefits of the Agile development methodology?
You commonly find Agile project management used in application
development or other types of software development. This is because
software is constantly changing, and the needs of the product have to
change with it.
Because of this, linear project management methods like the waterfall model
are less effective. Here are a few other reasons why teams use Agile:
Agile methods are adaptable
There's a reason why they call it the Agile methodology. One of the main
benefits of using Agile processes in software development is the ability to
shift strategies quickly, without disrupting the flow of a project.
Because phases in the traditional waterfall method flow into one another,
shifting strategies is challenging and can disrupt the rest of the project
roadmap. Since software development is a much more adaptable field,
project managing rapid changes in the traditional sense can be challenging.
This is part of the reason why Agile project management is favored in
software development.
Agile fosters collaborative teamwork
One of the Agile principles states that the most effective way to
communicate with your team is face-to-face. Combine this with the principle
that encourages teams to break project silos and you have a recipe for
collaborative teamwork.
While technology has changed since Agile’s inception and work has shifted to
welcome more remote-friendly policies, the idea of working face-to-face still
hasn't changed.
Agile methods focus on customer needs
One of the unique aspects of software development is that teams can focus
on customer needs much more closely than other industries. With the rise of
cloud-based software, teams can get feedback from their actual customers
quickly.
Since customer satisfaction is a key driver for software development, it’s
easy to see why it was included in the Agile process. By collaborating with
customers, Agile teams can prioritize features that focus on customer needs.
When those needs change, teams can take an Agile approach and shift to a
different project.

Agile methodologies
The Agile framework is an umbrella for several different variations. Here are
a few of the most common Agile methodologies.
Kanban
Kanban is a visual approach to Agile. Teams use online Kanban board tools
to represent where certain tasks are in the development process. Tasks are
represented by cards on a board, and stages are represented in columns. As
team members work on tasks, they move cards from the backlog column to
the column that represents the stage the task is in.
This method is a good way for teams to identify roadblocks and to visualize
the amount of work that’s getting done.

Scrum
Scrum is a common Agile methodology for small teams and also involves
sprints. The team is led by a Scrum master whose main job is to clear all
obstacles for others executing the day-to-day work.
Scrum teams meet daily to discuss active tasks, roadblocks, and anything
else that may affect the development team.
Sprint planning: This event kicks off the sprint. Sprint planning outlines what
can be delivered in a sprint (and how).
Sprint retrospective: This recurring meeting acts as a sprint review—to
iterate on learnings from a previous sprint that will improve and streamline
the next one.

Extreme Programming (XP)

Typically used in software development, Extreme Programming (XP) is an
Agile framework that outlines values that will allow your team to work
together more effectively.
The five values of XP include:
 Communication
 Simplicity
 Feedback
 Courage
 Respect
Similar to daily Scrum standups, there are regular releases and iterations,
yet XP is much more technical in its approach. If your dev team needs to
quickly release and respond to customer requests, XP focuses on the “how”
it will get done.

Adaptive Project Framework (APF)

The Adaptive Project Framework, also known as Adaptive Project
Management (APM) grew from the idea that unknown factors can show up at
any time during a project. This technique is mainly used for IT projects where
more traditional project management techniques don’t apply.
This framework is based on the idea that project resources can change at
any time. For example, budgets can change, timelines can shift, or team
members working on the project may transition to different teams. APF
focuses on the resources that a project has, as opposed to the resources a
project needs.

Extreme Project Management (XPM)

This type of project management is often used for very complex projects with
a high level of uncertainty. This approach involves constantly adapting
processes until they lead to the desired result. This type of project involves
many spontaneous changes and it’s normal for teams to switch strategies
from one week to the next.
XPM requires a lot of flexibility. This is one of the reasons why each sprint is
short—only a few weeks maximum. This methodology allows for frequent
changes, trial-and-error approaches to problems, and many iterations of self-
correction.

Adaptive Software Development (ASD)

This Agile methodology enables teams to quickly adapt to changing
requirements. The main focus of this process is continuous adaptation. The
phases of this project type—speculate, collaborate, and learn—allow for
continuous learning as the project progresses.
It’s not uncommon for teams running ASD to be in all three phases of ASD at
once. Because of its non-linear structure, it’s common for the phases to
overlap. Because of the fluidity of this type of management, there’s a higher
likelihood that the constant repetition of the three phases helps team
members identify and solve problems much quicker than standard project
management methods.

Dynamic Systems Development Method (DSDM)

The Dynamic Systems Development Method is an Agile method that focuses
on a full project lifecycle. Because of this, DSDM has a more rigorous
structure and foundation, unlike other Agile methods.

There are four main phases of DSDM:

 Feasibility and business study
 Functional mode or prototype iteration
 Design and build iteration
 Implementation
 Feature Driven Development (FDD)
Feature Driven Development blends different Agile best practices. While still
an iterative method of project management, this model focuses more on the
exact features of a software that the team is working to develop. Feature-
driven development relies heavily on customer input, as the features the
team prioritizes are the features that the customers need.
This model also allows teams to update projects frequently. If there is an
error, it's quick to cycle through and implement a fix as the phases of this
framework are constantly moving.

Waterfall vs. Agile vs. Kanban vs. Scrum: What’s the difference?
Waterfall vs. Agile vs. Kanban vs. Scrum article banner image
What is the waterfall methodology?

Waterfall. Agile. Kanban. Scrum. What do these words have to do with

project management, what are the differences, and how can you pick the
methodology that’s right for your team?

What is the waterfall methodology?

The waterfall model divides each project into different phases and moves
through the phases in sequential order. No phase can begin until the phase
before it is completed. Typically, each phase ends in a project milestone that
indicates the next phase can begin.
The specific phases of the waterfall process depend on exactly what your
team is creating, but typically they look similar to this:
 Requirements phase, sometimes split into an additional analysis phase
 System design phase
 Implementation phase, also known as the development phase or
coding phase—depending on the type of project
 Testing phase
 Deployment phase, also known as the operations phase
 Maintenance phase

How waterfall works

The waterfall method got its name from the way it looks when you draw the
process out. Similarly to a natural waterfall, projects look like they’re
cascading from one project phase to the next.

Waterfall project management methodology

Implementing this project management methodology requires a lot of up-
front planning and preparation. A big part of waterfall project management is
creating an airtight project plan so your team clearly understands the project
requirements and restraints before they get started on the work. That’s
because there isn't a lot of room for variation, adaptability, or error once a
waterfall project is set in motion.
With careful planning, you can successfully achieve your end product with
clear, predictable workflows. This project methodology is great for time
management and progress tracking, though it’s less flexible than other
models, such as Agile.

What is Agile?
Agile project management is an iterative methodology where work is
completed in short sprints. By prioritizing a flexible approach and continuous
delivery, the Agile method is more flexible when it comes to unexpected
project changes—however, it can suffer from scope creep as a result.
The Agile methodology was developed to counter traditional waterfall-style
project management. As software development became more prevalent in
the early 2000s, developers needed an iterative approach to prototyping and
project management—and thus Agile software development was born.
Since then, the Agile Manifesto has been the go-to resource for Agile values
and principles for anyone who’s looking to implement this methodology. The
Agile methodology is no longer exclusive to software development. Among
others, marketing, IT, event planning, and product development have
adapted and modified the methodology to fit their industries.

Create an Agile project plan template

How Agile works
Agile project management includes iterative backlog management, sprints,
reflection, iteration, and more sprints. Each Agile sprint typically lasts two to
four weeks.
Each sprint goes through the following phases:
First, the product owner organizes the product backlog. The product backlog
is a list of every task that may be worked on during the sprint. This
information is usually stored in a project management tool.
Before the sprint, the entire project team participates in sprint planning to
identify the best tasks to work on during the two-week period.
During the sprint, Agile teams meet frequently to discuss blockers and action
items.
Once the sprint is over, team members get together to run a sprint
retrospective and identify what went well and what could have been better.
What is Kanban?
Kanban is a subsect of the Agile methodology and functions within the
broader Agile mentality. The Agile philosophy is all about adaptive planning,
early delivery, and continuous improvement—all of which Kanban can
support.
When someone speaks of Kanban in project management, they’re most
commonly referring to Kanban boards. A Kanban board represents stages of
work with columns that hold the individual tasks for each stage—but more on
that in a little bit.
The Kanban framework is very flexible and can help your team become more
dynamic and agile over time.

How Kanban works

The Kanban framework was developed by Taiichi Ohno in the 1940s and has
been digitized, adapted, and refined over several decades. At its core, the
modern Kanban framework is an online, visual method to manage work.
When people say “Kanban,” they are frequently referring to Kanban boards:
the visual project management view that brings the Kanban methodology to
life.
In a Kanban board, columns represent the various stages of work. Within
each column, visual cards represent individual tasks and which stage they’re
in. Typically these stages are ‘to do,’ ‘in progress,’ and ‘done.’
Kanban boards are one of the most popular forms of visual project
management. They’re most effective for providing easy, at-a-glance insight
into a project.

Benefits of Kanban boards

When you use a Kanban board for visual project management, you provide
your team with a wealth of at-a-glance information, including but not limited
to:
 Tasks or deliverables
 Task assignee
 Due dates
 Relevant tags, like priority or task type
 Task details
 Context
 Relevant files
Kanban boards are a flexible way for your team to visualize work in progress.
Traditionally, Kanban board columns display the stages of work, which is why
they’re popular visual project management tools for teams that run ongoing
processes and projects like creative requests or bug tracking projects.
You can also customize your Kanban board columns based on task
assignees, add a “swimlane,” or create columns by due dates.
Because of how effective they can be for visualizing work, Kanban boards are
a key component of most project management tools. If you’re looking to
choose the right project management tool for your team, make sure it offers
Kanban as a view. Better yet, look for a tool that allows you to view work in
multiple ways. For example, in Asana, Boards View (or Kanban) is one of four
ways you can view work, in addition to Timeline View, Calendar View, and
List View.

What is Scrum?
Scrum is one of the most popular Agile frameworks. Unlike Kanban, which is
generally used as a tool to visualize work, Scrum is a full framework and you
can “run teams” on Scrum. The framework was pioneered by Taiichi Ohno
and provides a blueprint of values, guidelines, and roles to help your team
focus on continuous improvement and iteration.
It’s much less flexible than Kanban but a great way for Agile teams to
collaborate and get high-impact work done.

How Scrum works

While Scrum, like Agile, was originally created for software development
teams, industries like product, engineering, and others now run Scrum to
execute their work faster and more effectively.
To run a Scrum, teams typically assign a Scrum master, who is in charge of
running the three distinct Scrum phases and keeping everyone on track. The
Scrum master can be your team lead, project manager, product owner, or
the person most interested in running Scrum.
The Scrum master is responsible for implementing the three traditional
Scrum phases:
Phase 1: Sprint planning. A Scrum sprint is usually two weeks long, though
teams can run faster or shorter sprints. During the sprint planning phase, the
Scrum master and team take a look at the team’s product backlog and select
work to accomplish during the sprint.
Phase 2: Daily Scrum standups. Over the course of the Scrum (also known as
the Scrum “cycle time”), teams traditionally meet for 15 minutes every day
to check in on progress and make sure the amount of assigned work is
appropriate.
Phase 3: Sprint retrospective. When the Scrum is over, the Scrum master
hosts a sprint retrospective meeting to evaluate what work was done, route
any unfinished work back into the backlog, and prepare for the next sprint.
The goal of Scrum isn’t to build something in two weeks, ship it, and never
see it again. Rather, Scrum embraces a mindset of “continuous
improvement,” where teams take small steps towards bigger goals. By
breaking work into smaller chunks and working on those chunks, Scrum
helps teams better prioritize and ship work more efficiently.

Benefits of Scrum
Teams that run Scrum have clearly established rules, rituals, and
responsibilities. Additionally, your daily Scrum meetings, combined with
sprint planning and sprint review (or “retrospective” meetings), help teams
continuously check in and improve on current processes.
Because it draws from a backlog of work, and begins with a sprint planning
meeting, Scrum offers an easy, built-in structure for team leads or product
owners to manage and support their team’s most important work. During a
Scrum, your team has a pre-set and limited amount of work and time for
each sprint. This level of built-in prioritization is combined with clearly
defined responsibilities ensuring that everyone knows what they’re
responsible for at all times.

How to choose the right project methodology

We’ve covered the ins and outs of the individual methodologies and
frameworks. Now, let’s take a moment and compare them with one another
to find out which one you should implement to help your team reach its
goals.

Agile vs. Waterfall

Considering the benefits and disadvantages of each methodology will likely
make it easier for you to pick the one that’s best for your team. Let’s take a
look, shall we?
Pros of waterfall project management
Waterfall project management is more effective for cross-functional projects.
Some of the biggest advantages of the waterfall methodology are that you
can…
 Plan projects ahead of time to prevent scope creep.
 Track progress easily between different phases of the project.
 Work on multiple projects without being completely dedicated to one
initiative.
 Manage dependencies with
ease. Cons of waterfall project
management
However, the waterfall methodology also comes with a few disadvantages
that are important to note:
 Can lead to increased project risk due to lack of flexibility.
 Can lead to loss of information if different people work on the project
during different phases and don’t document clearly.
 Can lead to unexpected bugs when QAs happen late.
 Can cause decreased customer satisfaction without their involvement.

Pros of Agile methodology

The Agile methodology is popular for a reason—here are some of the biggest
advantages for Agile teams. They…
 Adapt quickly to unexpected changes
 Focus on customer satisfaction
 Experience high intrinsic motivation by emphasizing teamwork and
team member involvement
 Cons of Agile methodology
 With all of that flexibility come a few disadvantages Agile teams have
to face:
 Can increase scope creep and project budget unexpectedly
 Can be difficult to engage with customers if they don’t have the time or
bandwidth

Focusing exclusively on the Agile sprint process doesn’t allow team members
to work on other initiatives
Can be difficult for virtual teams to thrive in Agile environments
When to use waterfall vs. Agile
While most teams can benefit in some way from either waterfall or Agile,
here’s an easy breakdown to help you decide which methodology is best for
you:
 Use the waterfall methodology if…
 You’re working on a sequential project and no phase can begin unless
the other is complete.
 You want to tightly control scope creep.
 You value clear, effective planning.
 You want to understand the entire development lifecycle before
beginning the project.
 You value functionality over quick delivery.
 Try the Agile approach when…
 You want to use a more iterative process.
 You want to deliver results quickly—even if that means improving them
later on.
 Your team moves quickly.
 Your team values adaptability over predictability.
 Your customers want to be active stakeholders.
If you’re sold on the Agile methodology, your next step will likely be to
consider whether or not Scrum is the right way to run your team.

Agile vs. Scrum

When it comes to the Agile methodology and Scrum, it’s not a question of
which one to pick but more one of whether or not you want to make Scrum
your Agile framework of choice.

Can you be Agile without Scrum?

Absolutely! Scrum may be the most common Agile framework but you can
still be Agile without adhering to the rules of Scrum. If you’re looking for a
methodology that allows your team to be more collaborative and flexible but
don’t think the rules of Scrum will benefit your team, there are other
frameworks you can consider—like Kanban, which we’ll get to in a little bit.
Agile can also stand by itself—however, without a Scrum master, daily
standups, and bi-weekly sprints, there are a few best practices you should
keep in mind to allow for a smooth workflow:
 Keep projects small. Without Scrum rules, it's going to be much easier
to manage a small project with a small team that works toward a small
goal.
 Assign a product owner. Without a Scrum master, you’ll want to assign
a team member who is looking after project requirements and resource
needs. This teammate will be the go-to person for questions regarding
workflow, project changes, and resource allocation.
 Have regular meetings. With a small team and a small overarching
project goal, weekly meetings should set you up for success. Take the
opportunity to review the project progress and discuss everyone’s
goals for the upcoming week to keep morale high and your team
engaged.
 Schedule frequent reviews. Just like you meet up to discuss weekly
goals, your Agile team will also benefit from regular quality reviews.
These reviews can uncover details of the project that need more
attention and ensure that the overall quality of your project is high.

Kanban vs. Scrum

Kanban and Scrum are the two most commonly referred to Agile
methodologies. Both Kanban and Scrum encourage teams to embrace
continuous improvement.
One of the core tenets of Agile methodology is flexibility and continuous
improvement—in fact, it’s one of the reasons product, engineering, and
software development teams are so drawn to Agile philosophies. Continuous
improvement is a big part of both Kanban and Scrum.
Kanban and Scrum are both great team collaboration tools. Even though
collaboration might look different depending on the framework your team
chooses, both Kanban and Scrum are, fundamentally, a way for teams to
work better together.
While the two have some things in common, there are a few major
differences between Scrum and Kanban. Let’s take a look!
Scrum is more defined than Kanban. Scrum includes a specific set of “rules”
for teams to follow. Kanban is most frequently used to visualize work. Many
teams actually run Scrum on a Kanban board—but in those cases, they’re
still
running Scrum, not Kanban. Think of Kanban less as a “methodology” with a
set of rules and more as a way to visualize work.
Scrum is time-bound, Kanban is flexible. Scrum runs on sprints, which are
typically two-week work cycles. At the end of a sprint, you have a collection
of finished work—no matter what that work is. Kanban boards don’t
necessarily have to have a beginning or end date. In fact, at Asana, we often
use Kanban boards to represent ongoing processes.
Kanban board columns can be organized in different ways. When you’re
running a Scrum, it’s important to track work as it moves through stages. But
within a non-Scrum-based Kanban board, board columns can represent a
variety of work, not just work status. Columns could represent the work that
will be accomplished each month, a retrospective that captures the work that
was previously accomplished, or whatever else you need them to be—unlike
Scrum, which has more defined “rules.”
When to use Scrum vs. Kanban
There’s no exact rule for when your team should use Kanban, Scrum, or
another form of visual project management. However, a good way to decide
if Kanban is right for you is if:
 Your team needs a visual project management system.
 You want an at-a-glance way to understand where a project stands.
 You’re not on an engineering, product, or software development team.
 You run ongoing processes and projects.
 Most of your work isn’t produced in short periods of time.
Even if you choose not to run a Scrum framework, you can still pull
inspiration from it. For example, maybe you don’t want your work to be
limited to two- week sprints—but keeping a backlog of work would be helpful
for your team to better understand and prioritize tasks. The best part of
Kanban is that you can pull what works for you and discard the rest.
Scrum can be a powerful way to organize and prioritize your entire process.
Though not every team thrives on Scrum, you might benefit from Scrum if:
 You’re on an engineering, product, software development, or Agile-
based team.
 You think your team could benefit from a slightly more rigid structure.
 You have a large backlog of work to get through.
 Your team is motivated by quick deadlines and deliverables.
 Someone on your team is committed to being the Scrum master.
Remember: you can always combine the two by running Scrum on a Kanban
board.
How to combine Scrum and Kanban
In order to host effective daily standup meetings, stellar sprint planning, and
retrospectives, you need a strong way to visualize work through stages and
track all of your work in progress. Kanban boards can help you tackle your
sprint backlog and organize the flow of work during a sprint, so every Scrum
cycle is a success.
Teams that run Scrum on Kanban boards (or, as they’re sometimes called,
Scrum boards), frequently create a new board for every Scrum sprint. The
reason for this is twofold:
Teams that create new boards for every sprint can start with a clean slate.
This makes it easier for the Scrum master and Scrum team to visualize the
new work they have to do for each sprint.
Scrum masters use past Scrum boards to track what work was accomplished
during each Scrum cycle. Since a big reason teams implement Scrum is
process improvement and efficiency, it can be helpful to look back and see
what you’ve accomplished.
It all comes down to finding a combination of methodologies, frameworks,
and tools that work for your team and project.