What @Kennethvr said. If you're familiar with Scrum or other Agile methodologies, the big differences for me were:
- Visualise what's actually happening, rather than what you want to happen (so represent reality over the ideal) - so your initial board might be much more complex than this.
- Get people to help finish existing work in progress rather than starting new work - the limits in WIP help to drive collaboration - so your board will start to lose columns as the team start to blur phases together.
- "Manage the flow" means "Work out what slows you down and how to get feedback faster" - but you're looking at the whole shebang from initial idea through to production, rather than just the development part. "Done" really does mean "making money" or whatever your business value is.
- If you see something that isn't represented by your visualisaton, and it's part of implicit process, make it part of what you visualise. The team can't improve what the team can't see.
The other large takeaway is that teams who learn to improve themselves actually do better in the long run than ones who rely on someone external to change - so small changes driven by the team may be more effective for you than a big-bang change like Scrum. My small experience with Kanban, and with applying these principles even within a loose Scrum framework, bears this out.