ABSTRACT
The manager decided to use visual management in the form of a simple Kanban board to establish a standard work in process limit and gain visibility to what tickets were being worked on by whom at any given time. The standards that structured the system meant it was organized and efficient, not a tool to punish employees or make them work harder. The reduction in rework more than offset any additional work associated with more frequent releases. In the year before the cross-training and changing the production release schedule to a minimum of two per month, only 46% of builds made it to production without rework. The leader did not have to tell anyone what to work on, or check-in on people to see if they were getting stuck or overwhelmed. The leader enforced the rule that they could only work on one ticket at a time.
