WIP Limits

WIP Limits are a lean practice used to constrain the amount of work actively in progress at any given time.
By limiting WIP, teams reduce context switching, improve flow efficiency, surface bottlenecks, and focus on finishing rather than starting work.

Level 1 – Initial (Ad Hoc)

There are no WIP limits in place.
Teams start new work as it becomes available, leading to multitasking, delays, and stalled items.

  • Multiple items per person are worked on simultaneously
  • Work is often started but not finished (high inventory)
  • Bottlenecks are hidden and go unmanaged
  • Priorities constantly shift based on demand or interruptions
  • Flow efficiency is low and cycle times are unpredictable

Level 2 – Managed (Emerging Practice)

Some individuals or teams experiment with limiting WIP, but practices are inconsistent and not enforced across the board.

  • Some visual boards may show in-progress work
  • WIP limits may be discussed but rarely followed
  • Teams may limit WIP reactively during crunch periods
  • There is growing awareness of the impact of too much WIP
  • WIP discussions surface occasionally in retrospectives

Level 3 – Defined (Standardised)

WIP limits are defined and applied consistently across workflows.
They are used to improve focus, prioritisation, and throughput.

  • Teams apply explicit WIP limits to stages of delivery (e.g. “In Progress”, “Testing”)
  • WIP violations are visible and discussed in standups or reviews
  • Flow-based metrics (e.g. cycle time, throughput) are improving
  • Policies exist to prevent starting new work until existing items are completed
  • Stakeholders are aligned around limiting parallel efforts

Level 4 – Quantitatively Managed (Measured & Controlled)

WIP is monitored and optimised based on flow metrics and performance targets.
Teams use limits to maintain a stable, predictable delivery system.

  • Teams track and optimise WIP-to-throughput ratios
  • Bottlenecks are addressed with structural changes (e.g. swarming, skill sharing)
  • Cycle time variability and flow load are visualised and used in planning
  • WIP policies adapt to context (e.g. work type, team capacity, risk)
  • Exceptions to limits are managed through clear protocols

Level 5 – Optimising (Continuous Improvement)

WIP limits are dynamically adjusted to maximise flow, learning, and outcome delivery.
They are part of a continuous flow improvement culture.

  • Teams use historical data and simulations to tune WIP policies
  • WIP strategies adapt based on risk, urgency, and value streams
  • Work is intentionally limited to create slack for learning and innovation
  • Systemic WIP (across teams or departments) is visible and governed
  • WIP control contributes to continuous improvement, predictability, and focus