Kanban 3 Colunas Gerador

Kanban with three columns: the minimum viable board

Kanban originates in the Toyota Production System developed by Taiichi Ohno in the 1940s; the Japanese word literally means signboard. In the original factory floor, a paper card travelled with parts and triggered the next workstation to produce more — a pull system instead of pushing inventory downstream. The software adaptation was codified by David J. Anderson in Kanban: Successful Evolutionary Change for Your Technology Business (2010). A 3-column board — To Do, Doing, Done — is the minimal viable version: any task you have ever scrawled on a sticky note already fits. Anything more complex (review, blocked, testing) is an optional extension, not the core.

WIP limits: the secret sauce

The defining feature of kanban is the Work In Progress (WIP) limit: a cap on how many cards can sit in a given column. A common rule for solo use is Doing ≤ 3. WIP limits prevent the most common knowledge-worker disease — context switching — and make bottlenecks visible: if Doing is full, you may not start a new task until something finishes. The principle is straight from Lean manufacturing: optimise for flow, not utilisation. A worker idle because the next station is full is fine; a worker buried in 12 half-done items is not.

Kanban vs Scrum and where each fits

Unlike Scrum, kanban has no sprints, no fixed roles (no Product Owner, no Scrum Master), no story points and no ceremonies beyond a daily stand-up. It is continuous flow: cards enter the backlog, cross the board and exit. This makes kanban great for support teams, maintenance, personal productivity and unpredictable workloads, where a fixed two-week sprint would be artificial. Scrum is better for product squads delivering features in cadenced releases. Many teams blend the two into Scrumban.

Tools, metrics and visualisations

Boards live on physical walls with sticky notes (classic startup setup) or in digital tools such as Trello, Linear, Jira, GitHub Projects, Notion and Asana. Key metrics: lead time (idea to done), cycle time (start to done) and throughput (cards finished per week). The Cumulative Flow Diagram stacks column counts over time and instantly shows widening bottlenecks. Kaizen, the Japanese practice of continuous improvement, complements kanban: small weekly tweaks to the board accumulate into a smooth machine.

FAQ

Does kanban replace Scrum? No. They are different styles. Scrum is time-boxed and ceremony-heavy; kanban is flow-based and ceremony-light. Many teams adopt kanban precisely because Scrum's overhead does not fit their work (interrupts, support tickets, evergreen ops).

What is the ideal team size? Kanban scales from a single person on a personal board up to teams of 7. Beyond that, columns multiply and Cumulative Flow Diagrams become essential. Very large org-wide kanban exists (SAFe portfolio kanban) but rarely stays simple.

Are WIP limits really necessary? Yes — they are the entire point. A board with no WIP limits is just a visual to-do list. The WIP cap is what forces flow, exposes bottlenecks and curbs multitasking. If you are not enforcing limits, you are not yet doing kanban.

Physical board or digital tool? Physical boards win on social pressure — the cards are visible in the room every day. Digital tools win on remote work, search, automation and history. For a hybrid team, digital wins; for a co-located 4-person startup, a wall of Post-its still beats most software.