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Kanban: Work Is a Flow, Not a Stock
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<h1>
Kanban: Work Is a Flow, Not a Stock
</h1>
<figure>
<img
src="https://upload.wikimedia.org/wikipedia/commons/thumb/f/f5/Kanban_board_example.jpg/220px-Kanban_board_example.jpg">
<figcaption>
A sample kanban board
</figcaption>
</figure>
<p>
Too often, people come to believe they are productive because they
are <i>doing</i> lots of things. If you asked them for evidence of
their productivity, they would show you all of the tasks "on their
plate," i.e., their to-do list.
</p>
<p>
This brings us to the distinction in economics between "stocks" and
"flows." Certain things in economics, such as the number of
factories a business owns, or the amount of capital an investor has
on hand, are a stock: what we are looking to measure here is an
amount that exists at a certain point in time. But other economic
phenomena are better understood as a flow: e.g., our companies
factories can produce 100 automobiles <i>per hour</i>, or an investor's
capital produces a 5% return <i>per year</i>.
</p>
<p>
The point of
<a href="https://en.wikipedia.org/wiki/Kanban_board">kanban boards</a>
is to emphasize that one's productivity
is a flow, and not a stock. One is productive to the extent that
one moves products further down the <a
href="https://en.wikipedia.org/wiki/Value_stream">value
stream</a>, and not to the extent that one has stacked up lots of
unfinished projects at one's work station.
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