Kanban: efficiency at the expense of people?
A critical look at the Kanban method and its impact on the human side of work.
Introduction
Kanban is known for its efficiency and simplicity when it comes to optimising work processes. Yet amid all the enthusiasm for the method, it’s often overlooked that Kanban pays too little attention to the human factor. In this article we take a critical look at the Kanban method and its potential impact on the people who use it.
What is Kanban?
Kanban is a framework for visualising work processes, originally developed in the automotive industry by Toyota. It has since become established in many sectors, especially in software development and project management.
Core principles of Kanban
- Visualising the work: tasks are shown in columns like “To Do”, “In Progress” and “Done”.
- WIP limits: limiting the number of tasks being worked on at the same time.
- Continuous improvement: regularly reviewing and adjusting the processes.
The missing focus on people
While Kanban is an excellent method for process optimisation, a closer look reveals that the human factor is often neglected.
1. Focus on processes instead of people
Kanban prioritises the visualisation and optimisation of workflows. That leaves little room to consider the individual needs, abilities and challenges of team members.
- Example: a team member who repeatedly signals overload is often seen only as part of the system, not as an individual with specific needs.
2. A lack of social interaction
Unlike frameworks such as Scrum, which encourage regular meetings (e.g. daily standups, retrospectives), Kanban offers no structural elements that strengthen social exchange or team dynamics.
- Consequence: teams can end up working in a fragmented way, which can lead to members becoming isolated.
3. Pressure from the continuous flow
Kanban’s “pull” mechanism, where new tasks are taken on directly after finishing an old one, can create a constant sense of urgency and therefore stress.
- Compared to Scrum: in Scrum, sprints provide clear work phases with defined breaks between iterations.
Possible effects on team culture
- Fatigue and burnout: the constant focus on productivity can, in the long run, lead to overwork and frustration.
- Lack of motivation: when a person is perceived only as part of a “mechanism”, it can undermine intrinsic motivation.
- Conflicts and misunderstandings: the low emphasis on interaction and reflection can leave conflicts unresolved.
How can Kanban be made more human?
With a few adjustments, Kanban can be shaped to put people back at the centre:
- Introduce regular team meetings: similar to Scrum retrospectives, regular moments of reflection can be established.
- Account for individual needs: WIP limits could be defined per team member rather than globally.
- Foster a culture of appreciation: positive contributions should be made visible and recognised.
Conclusion
Kanban is undoubtedly a powerful method for process optimisation, but neglecting the human aspect is a significant weakness. To be sustainably successful, teams need to adapt Kanban and integrate elements that put people at the centre. Because in the end, it’s people who bring processes to life – not the other way around.