Kanban Guide in English 用中文 (表達)
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⽬錄
Kanban 指南的⽬的
2020 年 12 ⽉
本指南旨在藉由為 Kanban 設置最低限度的規則集，成為業界的統⼀參照⽂件。 因為本指南是建立在 Kanban 的基礎原理上，所以其展現之策略能涵蓋跨及價值 交付與各種組織挑戰的完整光譜。 本⽂中所⽤之「Kanban」字眼，都特指「本指南中之全⾯性概念」。
Purpose of the Kanban Guide
December 2020
By reducing Kanban to its essential components, the hope is that this guide will be a unifying reference for the community. By building upon Kanban fundamentals, the strategy presented here can accommodate the full spectrum of value delivery and organizational challenges.
Any use of the word Kanban in this document specifically means the holistic set of concepts in this guide.
Kanban 的定義
Kanban 是⼀份藉由使⽤視覺化與拉式系統之流程，以優化價值流 (the flow of value) 之策略。定義價值可能有多種⽅法，舉例來說：包括了考量來⾃於客⼾、 使⽤者、組織及環境的各種需要。 下列三種實務之協同進⾏，即構成了 Kanban：
- 定義與視覺化⼯作流
- 積極管理⼯作流中之項⽬
- 改善⼯作流 在實作時，這些 Kanban 的實務被總稱為「Kanban 系統」(Kanban system)。在 Kanban 系統中參與價值交付的⼈員就稱為「Kanban 系統成員」(Kanban system members)。
Definition of Kanban
Kanban is a strategy for optimizing the flow of value through a process that uses a visual, pull-based system. There may be various ways to define value, including consideration of the needs of the customer, the end-user, the organization, and the environment, for example.
Kanban comprises the following three practices working in tandem:
- Defining and visualizing a workflow
- Actively managing items in a workflow
- Improving a workflow
In their implementation, these Kanban practices are collectively called a Kanban system. Those who participate in the value delivery of a Kanban system are called Kanban system members.
為何使⽤ Kanban？
Kanban 定義的核⼼就是「流」(flow) 的概念。流是指潛在價值在系統中的流動。 多數⼯作流 (workflow) 存在之⽬的是為了要優化價值，Kanban 的策略就是通過優 化流來優化價值。優化不⼀定意味著最⼤。更確切地說，價值優化所講述的是努 ⼒在如何讓⼯作完成之效能、效率及其可預測性之間找到⼀妥適之平衡：
- 具有效能的⼯作流，是能在客⼾需要時，即時交付所需。
- 具有效率的⼯作流，是能儘可能以最佳之⽅式分配可運⽤且具經濟效益之資 源以交付價值。
- 更具可預測性的⼯作流，是能在可接受之不確定性程度內，準確地預測價值 之交付。 為了追尋這些⽬的，⽽須持續改善的努⼒事項中，Kanban 的策略是讓成員提 早提出適當的問題。只有在此三要素中找到⼀個可以永續之平衡時，才能達成 價值的優化。
因為 Kanban 能使⽤在各種不同的⼯作流上，所以 Kanban 的應⽤不限於任何 單⼀產業或情境。專業知識⼯作者能得益於 Kanban 之實務，像是財務⾦融、 市場營銷、醫療保健及軟體開發（僅舉數例）。
Why use Kanban?
Central to the definition of Kanban is the concept of flow. Flow is the movement of potential value through a system. As most workflows exist to optimize value, the strategy of Kanban is to optimize value by optimizing flow. Optimization does not necessarily imply maximization. Rather, value optimization means striving to find the right balance of effectiveness, efficiency, and predictability in how work gets done:
- An effective workflow is one that delivers what customers want when they want it.
- An efficient workflow allocates available economic resources as optimally as possible to deliver value.
- A predictable workflow means being able to accurately forecast value delivery within an acceptable degree of uncertainty.
The strategy of Kanban is to get members to ask the right questions sooner as part of a continuous improvement effort in pursuit of these goals. Only by finding a sustainable balance among these three elements can value optimization be achieved.
Because Kanban can work with virtually any workflow, its application is not limited to any one industry or context. Professional knowledge workers, such as those in finance, marketing, healthcare, and software (to name a few), have benefited from Kanban practices.
Kanban 理論
Kanban 得於著名的流動理論，包括（但不限於）：系統思考、精實原則、排隊理 論（批次⼤⼩與⾏列規模）、可變特質以及品質控制。隨著時間的進展，在這些 理論上持續地改善 Kanban 系統是組織能試圖將價值交付優化的⼀個途徑。 ⽤以建立 Kanban 的理論也被應⽤在現今許多的價值導向之⽅法論與框架。因為 具有這些相似處，Kanban 能、也應被運⽤以強化這些交付技術。
Kanban Theory
Kanban draws on established flow theory, including but not limited to:
- systems thinking,
- lean principles,
- queuing theory (batch size and queue size),
- variability, and quality control.
Continually improving a Kanban system over time based on these theories is one way that organizations can attempt to optimize the delivery of value.
The theory upon which Kanban is based is also shared by many existing value-oriented methodologies and frameworks. Because of these similarities, Kanban can and should be used to augment those delivery techniques.
Kanban 實務
定義與視覺化⼯作流
優化流須先定義流在特定情境中之涵義為何。在其情境中，Kanban 系統成員對於 流的明確且共同之認知，就稱為「⼯作流之定義」(Definition of Workflow， DoW) 。DoW 是 Kanban 之基礎概念。本指南其他要素主要取決於在⼯作流是如何被定 義的。
最低限度——成員必須要⽤下列全部的要素建立他們的 DoW：
- 在⼯作流中移動之各個價值單位的定義。這些價值單位被稱為「⼯作項⽬」 （或是「項⽬」）(work items (or items) )。
- 在⼯作流中「開始」與「完成」⼯作項⽬的定義。根據⼯作項⽬的不同，您 的⼯作流可能有多個起點或終點。
- ⼯作項⽬⾃開始到結束時流動所經過之⼀個或多個已定義狀態。介於開始節 點與結束節點間的任何⼀個⼯作項⽬就被稱為「進⾏中⼯作」 (work in progress, WIP)。
- 如何從開始到結束間控制 WIP 的定義。
- 有關⼯作項⽬如何在每個狀態中從開始到完成之明確的政策。
- ⼀份⽤來預估⼀個⼯作項⽬從開始到完成所應花費的時間的「服務層級期望 值」(service level expectation, SLE)。
根據團隊所遇狀況不同，Kanban 系統成員經常須在 DoW 加入額外的要素， 像是各種價值、原則及⼯作協定。這些選項各不相同，在本指南範圍之外還有 能幫助決定要導入何種要素的資源。
DoW 視覺化地展現就是 Kanban ⾯板 (Kanban board)。對於那些有助於最佳 化⼯作運作與促進持續流程改善上之知識處理⽽⾔，⾄少讓 DoW 之最基本要 素，在 Kanban ⾯板上保持透明，是極其重要的。
對於視覺化看起來應該是何模樣，並無規範特定指導⽅針，只要能涵蓋對於價 值如何交付之共同認知。須考量 DoW 的各個⾯向，以及其它可能影響流程如 何運⾏之特定情境的相關因素。成員如何將⼯作流透明化，僅受限於 Kanban 系統成員⾃⼰的想像⼒。
Kanban Practices
Defining and Visualizing the Workflow
Optimizing flow requires defining what flow means in a given context. The explicit shared understanding of flow among Kanban system members within their context is called a Definition of Workflow (DoW). DoW is a fundamental concept of Kanban. All other elements of this guide depend heavily on how workflow is defined.
At minimum, members must create their DoW using all of the following elements:
- A definition of the individual units of value that are moving through the workflow. These units of value are referred to as work items (or items).
- A definition for when work items are started and finished within the workflow. Your workflow may have more than one started or finished points depending on the work item.
- One or more defined states that the work items flow through from started to finished. Any work items between a started point and a finished point are considered work in progress (WIP).
- A definition of how WIP will be controlled from started to finished.
- Explicit policies about how work items can flow through each state from started to finished.
- A service level expectation (SLE), which is a forecast of how long it should take a work item to flow from started to finished.
Kanban system members often require additional DoW elements such as values, principles, and working agreements depending on the team’s circumstances. The options vary, and there are resources beyond this guide that can help with deciding which ones to incorporate.
The visualization of the DoW is called a Kanban board. Making at least the minimum elements of DoW transparent on the Kanban board is essential to processing knowledge that informs optimal workflow operation and facilitates continuous process improvement.
There are no specific guidelines for how a visualization should look as long as it encompasses the shared understanding of how value gets delivered. Consideration should be given to all aspects of the DoW (e.g., work items, policies) along with any other context-specific factors that may affect how the process operates. Kanban system members are limited only by their imagination regarding how they make flow transparent.
積極地管理⼯作流中之項⽬
⼯作流中各種項⽬的積極管理可以採⽤數種形式，包括（但不限於）：
- 控制 WIP。
- 避免⼯作項⽬在⼯作流的任何⼀個階段堆疊起來。
- 使⽤ SLE 為參照標準，確保⼯作項⽬不會在無必要的情況下陳放過久。
- 解除遇到阻礙之⼯作的障礙 。
經常性地審查對於⼯作項⽬之積極管理，是 Kanban 系統成員常⽤的⼀種實務。 雖然有些⼈會選擇採⽤每⽇舉⾏的會議，但是並不需要強制規定審查或是定期性 會議，只要的確有發⽣積極管理的事實即可。
Actively Managing Items in a Workflow
Active management of items in a workflow can take several forms, including but not limited to the following:
- Controlling WIP.
- Avoiding work items piling up in any part of the workflow.
- Ensuring work items do not age unnecessarily, using the SLE as a reference.
- Unblocking blocked work.
A common practice is for Kanban system members to review the active management of items regularly. Although some may choose a daily meeting, there is no requirement to formalize the review or meet at a regular cadence so long as active management takes place.
控制 WIP
Kanban 系統成員須明確地控制在⼯作流中從開始到結束間的⼯作項⽬數量。此種 控制稱為「WIP 數量限制」(WIP limits)，通常是以數字或是以在 Kanban ⾯板上的 空位/代幣來展現。⼀個 WIP 數量限制可以包括（但不限於）在單⼀欄位中、數個 分組的欄位/泳道/區塊內、或是整個⾯板上的⼯作項⽬。
控制 WIP 會帶來⼀個附加作⽤，那就是拉式系統的建立。稱為拉式系統的緣由是 因為 Kanban 系統成員只會等出現明確訊號告知有容納能⼒時，才會開始拿起 （「拉」或「選取」）⼀個項⽬開始⼯作。當 WIP 低於 DoW 上設定的限制時，
就是選取新⼯作項⽬的訊號。成員應該避免在⼯作流上特定區塊中拉/挑選⾼於 WIP Limit 所限制的⼯作項⽬數量。 在極罕⾒的情況下，系統成員可同意拉額外超 過了 WIP 數量限制的規範之⼯作項⽬，但這樣的情況不應是為常規。
控制 WIP 不僅能夠有助於⼯作流，也能夠改善 Kanban 系統成員共同的專注、承 諾及協作。任何在控制 WIP 時可接受之特殊例⼦也應被明確地制定成為 DoW 的 ⼀部分。
Controlling Work In Progress
Kanban system members must explicitly control the number of work items in a workflow from start to finish. That control is usually represented as numbers or slots/tokens on a Kanban board that are called WIP limits. A WIP limit can include (but is not limited to) work items in a single column, several grouped columns/lanes/areas, or a whole board.
A side effect of controlling WIP is that it creates a pull system. It is called a pull system because Kanban system members start work on an item ( pulls or selects) only when there is a clear signal that there is capacity to do so. When WIP drops below the limit in the DoW, that is a signal to select new work. Members should refrain from pulling/selecting more than the number of work items into a given part of the workflow as defined by the WIP Limit. In rare cases, system members may agree to pull additional work items beyond the WIP Limit, but it should not be routine.
Controlling WIP not only helps workflow but often also improves the Kanban system members’ collective focus, commitment, and collaboration. Any acceptable exceptions to controlling WIP should be made explicit as part of the DoW.
服務層級期望值
SLE 是⼀個對於單⼀⼯作項⽬從開始到完成——應該花費的時間之預測值。SLE 有兩個部分：⼀段是消逝的時間，以及與這段時間相關的或然率。（範例：『 85% 的⼯作項⽬能夠在八天或更短時間內完成。』）此 SLE 應建立於過往歷史的 週期時間之上，⼀旦計算出來，應在 Kanban ⾯板上視覺化地展現。若過往歷史中 的週期時間紀錄不存在，那在有⾜夠之歷史資料以計算合宜的 SLE之前，⽤⼀最 佳的猜測值即可。
Service Level Expectation
The SLE is a forecast of how long it should take a single work item to flow from started to finished. The SLE itself has two parts: a period of elapsed time and a probability associated with that period (e.g., “85% of work items will be finished in eight days or less”). The SLE should be based on historical cycle time, and once calculated, should be visualized on the Kanban board. If historical cycle time data does not exist, a best guess will do until there is enough historical data for a proper SLE calculation.
改善⼯作流
將 DoW 清晰明確化後，Kanban 系統成員的責任就是要持續地改善其⼯作流，在 效能、效率及可預測性間達到更好的平衡。他們⽤從視覺化與 Kanban 各種其它 量測值所得來的資訊，來指引他們如何調整 DoW 以取得最⼤利益。
常⾒的實務是不時地審查 DoW 並討論與實施所需的變更。然⽽並不需要等待到例 ⾏之制式會議時才實施這些變更。Kanban 系統成員能夠且應該依照情境的變化⽽ 做即時的更動。沒有任何規範要求⼯作流的改善必須是⼩範圍且增量的，如果視 覺化和 Kanban 量測顯⽰需要進⾏重⼤的改變，那就是成員應該實施的。
Improving the Workflow
Having made the DoW explicit, the Kanban system members’ responsibility is to continuously improve their workflow to achieve a better balance of effectiveness, efficiency, and predictability. The information they gain from visualization and other Kanban measures guide what tweaks to the DoW may be most beneficial.
It is common practice to review the DoW from time to time to discuss and implement any changes needed. There is no requirement, however, to wait for a formal meeting at a regular cadence to make these changes. Kanban system members can and should make just-in-time alterations as the context dictates. There is also nothing that prescribes improvements to workflow to be small and incremental. If visualization and the Kanban measures indicate that a big change is needed, that is what the members should implement.
Kanban 量測值
Kanban 的應⽤，需要收集和分析關於流的最低量測值（或衡量標準）組合。這些 量測值能反映當前 Kanban 系統的健康情況與性能，並有助於關於如何交付價值 之決策。
強制規定須追踪的四個流動量測值為：
- WIP：已開始但尚未完成的⼯作項⽬數量。
- 產能 (Throughput)：每單位時間內完成的⼯作項⽬數量。請留意產能的量 測是計算⼯作項⽬的確實數量。
- ⼯作項⽬存在期間 (Work Item Age)：⼀⼯作項⽬從開始到當前所經過的時 間長度。
- 週期時間 (Cycle time)：⼀⼯作項⽬從開始到結束所經過的時間長度。
對於這四個強制規定的流動量測值，「開始」和「完成」的術語是指 Kanban 系統 成員如何在 DoW 中定義這些術語。
如果成員按照本指南中的說明使⽤這些衡量標準，成員可以使⽤他們選擇的任何 其他名稱來引⽤任⼀量測值。
這些量測值本⾝不具備任何意義，除非它們片⾯或全⾯地有助於 Kanban 的三種 實務。因此，建議將這些衡量標準⽤圖表的⽅式視覺化展現。不論使⽤何種圖表 ，只要能促成對當前 Kanban 系統的健康情況與性能有共同認知即可。
在本指南中列出的流動量測值，只代表了Kanban 系統運作的最基本必要條件。 Kanban 系統成員能夠並也應該經常性地採⽤其他與特定情境有關的量測值，以利 資料為本的決策。
Kanban Measures
The application of Kanban requires the collection and analysis of a minimum set of flow measures (or metrics). They are a reflection of the Kanban system’s current health and performance and will help inform decisions about how value gets delivered.
The four mandatory flow measures to track are:
- WIP: The number of work items started but not finished.
- Throughput: The number of work items finished per unit of time. Note the measurement of throughput is the exact count of work items.
- Work Item Age: The amount of elapsed time between when a work item started and the current time.
- Cycle Time: The amount of elapsed time between when a work item started and when a work item finished.
For these mandatory four flow measures, started and finished refer to how the Kanban system members have defined those terms in the DoW.
Provided that the members use these metrics as described in this guide, members can refer to any of these measures using any other names as they choose.
In and of themselves, these metrics are meaningless unless they can inform one or more of the three Kanban practices. Therefore, visualizing these metrics using charts is recommended. It does not matter what kind of charts are used as long as they enable a shared understanding of the Kanban system’s current health and performance.
The flow measures listed in this guide represent only the minimum required for the operation of a Kanban system. Kanban system members may and often should use additional context-specific measures that assist data-informed decisions.
結語
Kanban 之各種實務與量測值是不能更改的。雖然能夠只實⾏部分的 Kanban，但 是結果就不是 Kanban了。您能夠、也有可能應在 Kanban 系統上加入其它各種原 則、⽅法論、以及技術，但是⼀定要保留其最基本的實務、量測值、以及優化價 值的精神。
Endnote
Kanban’s practices and measures are immutable. Although implementing only parts of Kanban is possible, the result is not Kanban. One can and likely should add other principles, methodologies, and techniques to the Kanban system, but the minimum set of practices, measures, and the spirit of optimizing value must be preserved.
Kanban 歷史
Kanban 的現狀可追溯到豐⽥製造系統（與其前⾝）以及像是 Taiichi Ohno 與 W. Edwards Deming 等⼈們之努⼒成果。現在通常稱為 Kanban 的知識⼯作的集體實 務集主要起源於 2006 年 Corbis 的⼀個團隊。這些實務已快速地擴張⾄遍及⼀個 持續強化與演變此⼿法之⼤型且多樣化的國際社群。
History of Kanban
The present state of Kanban can trace its roots to the Toyota Production System (and its antecedents) and the work of people like Taiichi Ohno and W. Edwards Deming. The collective set of practices for knowledge work that is now commonly referred to as Kanban mostly originated on a team at Corbis in 2006. Those practices quickly spread to encompass a large and diverse international community that has continued to enhance and evolve the approach.
致謝
除了在這些年來有助於發展 Kanban 的⼈之外，我們想要特別感謝下列對本指南 做出貢獻的⼈⼠：
- 提供初始基本概念的 Yuval Yeret 與 Steve Porter。
- 啟發我們拓展價值定義之靈感的 Emily Coleman。
- 協助發展本指南所依據之各種⽀援素材的 Ryan Ripley 與 Todd Miller。
- 具洞察⼒且擔任本指南早期初稿審查的⼈員 Julia Wester，Colleen Johnson，Jose Casal 以及 Jean-Paul Bayley。
- 對本指南最終公開版本之內容做出慎重考量的 Dave West 與 Eric Naiburg 。
- 執⾏編輯⼯作的 Deborah Zanke。
Acknowledgments
In addition to all who helped to develop Kanban over the years, we would like to thank the following individuals specifically for their contributions to this guide:
- Yuval Yeret and Steve Porter for their initial contribution of foundational concepts.
- Emily Coleman for the inspiration to broaden the definition of value.
- Ryan Ripley and Todd Miller for helping to develop much of the supporting materials upon which this guide is based.
- Julia Wester, Colleen Johnson, Jose Casal, and Jean-Paul Bayley for being insightful reviewers of the early drafts.
- Dave West and Eric Naiburg for their careful consideration of what should be in the final published version.
- Deborah Zanke for editing.
License
This work is licensed by Orderly Disruption Limited and Daniel S. Vacanti, Inc. under a Creative Commons Attribution 4.0 International License.
License
This work is licensed by Orderly Disruption Limited and Daniel S. Vacanti, Inc. under a Creative Commons Attribution 4.0 International License.
關於翻譯
譯⽂風格
- 初次介紹專有名詞與詞彙時，使⽤圓括號（）補充說明。 圓括號有全形（）和半形 ( ) 兩種形式。 括號內的內容為英⽂時，使⽤半形括號，前後與中⽂字之間留半形空格。 括號內包含純中⽂時，使⽤全形括號。
- 當原⽂使⽤斜體或粗體來強調詞語，使⽤單引號「」或破折號 ——。
致謝中⽂譯者
本中⽂指南由上述致謝的開發者所提供的英⽂ 2020 原版翻譯⽽來。
中⽂指南翻譯團隊成員包括：
- 鉚釘
- 李奇霖 Tony Lee https://linkedin.com/in/chilinlee
- 劉奇泳 Jeff Liu https://linkedin.com/in/jeff-liu
- 周建成 Zhou Jian Cheng [email protected]
術語表
Glossary
| 原⽂ | 中⽂翻譯 / 備註 |
|---|---|
| batch size | 批次⼤⼩ |
| Definition of Workflow (DoW) | ⼯作流之定義 |
| flow | 流；流動 備註：原⽂中的 「flow」 依據情況有 Kanban 實 務中的「流」與「流動」之意。 |
| flow theory | 流動理論 |
| lean principles | 精實原則 |
| pull-based system | 拉式系統 |
| queue size | ⾏列規模 |
| queuing theory | 排隊理論 |
| Service Level Expectation (SLE) | 服務層級期望值 |
| Throughput | 產能 備註：其他⽂獻翻譯為「處理量」、「吞吐量」 |
| WIP limits | 進⾏中⼯作數量限制；WIP 數量限制 |
| work in progress (WIP) | 進⾏中⼯作 備註：其他⽂獻翻譯為「未完成⼯作」、「在製 品」 |
| work item (or item) | ⼯作項⽬; 項⽬ |
| Work Item Age | ⼯作項⽬存在期間 |
