Kanban: a project management framework
Guilleroigp (Talk | contribs) |
Guilleroigp (Talk | contribs) |
||
| Line 2: | Line 2: | ||
Over the last decades important new approaches have appeared in operations planning and control of production systems.<ref name="Uno">R.J. Boucherie, X. Chao and M. Miyazawa, "Arrival first queueing networks with applications in kanban production systems", 2001</ref> Kanban is a visual system first developed by Taiichi Ohno for Toyota during the 1940s in Japan. The original aim of this tool was gaining control in processes and make their workflow more manageable. The efficiency of daily activities within industrial processes represents a challenge for every production company. In fact, this tool is not only applicable to production processes, but also to every project taking place in almost every business function (operations, marketing, recruitment, business expansion...). The target of Kanban is achieved by the implementation of certain activities or practices that, if well implemented, will gradually help improving the workflow. Its improvement implies not only a reduction of lead time and a better organization of the activities, but also a reduction of waste, a more value-added approach for the customer and a better predictability for future scenarios. These benefits are crucial in today's market, characterized for experimenting changes and competitiveness in a fast-paced environment. | Over the last decades important new approaches have appeared in operations planning and control of production systems.<ref name="Uno">R.J. Boucherie, X. Chao and M. Miyazawa, "Arrival first queueing networks with applications in kanban production systems", 2001</ref> Kanban is a visual system first developed by Taiichi Ohno for Toyota during the 1940s in Japan. The original aim of this tool was gaining control in processes and make their workflow more manageable. The efficiency of daily activities within industrial processes represents a challenge for every production company. In fact, this tool is not only applicable to production processes, but also to every project taking place in almost every business function (operations, marketing, recruitment, business expansion...). The target of Kanban is achieved by the implementation of certain activities or practices that, if well implemented, will gradually help improving the workflow. Its improvement implies not only a reduction of lead time and a better organization of the activities, but also a reduction of waste, a more value-added approach for the customer and a better predictability for future scenarios. These benefits are crucial in today's market, characterized for experimenting changes and competitiveness in a fast-paced environment. | ||
| − | The aim of this article is to give an approach of this tool analyzing it from its origin and definition, going through its possibilities in its application and stating the advantages and shortcomings that this methodology offers. | + | The aim of this article is to give an approach of this tool analyzing it from its origin and definition, going through its possibilities in its application and stating the advantages and shortcomings that this methodology offers. Also, the relation of this tool with other methodologies such as SCRUM would be presented in order to give a more complete perspective of the topic. |
| + | ==Main Concept== | ||
| + | |||
| + | ==== Origin of Kanban ==== | ||
| + | |||
| + | ==== Definition ==== | ||
| + | |||
| + | ==== Relation with SCRUM ==== | ||
| + | |||
| + | ==Application== | ||
| + | |||
| + | ==== Methodology ==== | ||
| + | |||
| + | ==Application== | ||
| + | |||
| + | ==== Kanban and Project Management ==== | ||
| + | |||
| + | ==== Other applications ==== | ||
| + | |||
| + | ==Discussion== | ||
| + | |||
| + | ==== Advantages ==== | ||
| + | |||
| + | ==== Limitations ==== | ||
==Annotated Bibliography== | ==Annotated Bibliography== | ||
Revision as of 00:41, 14 February 2022
Contents |
Abstract
Over the last decades important new approaches have appeared in operations planning and control of production systems.[1] Kanban is a visual system first developed by Taiichi Ohno for Toyota during the 1940s in Japan. The original aim of this tool was gaining control in processes and make their workflow more manageable. The efficiency of daily activities within industrial processes represents a challenge for every production company. In fact, this tool is not only applicable to production processes, but also to every project taking place in almost every business function (operations, marketing, recruitment, business expansion...). The target of Kanban is achieved by the implementation of certain activities or practices that, if well implemented, will gradually help improving the workflow. Its improvement implies not only a reduction of lead time and a better organization of the activities, but also a reduction of waste, a more value-added approach for the customer and a better predictability for future scenarios. These benefits are crucial in today's market, characterized for experimenting changes and competitiveness in a fast-paced environment.
The aim of this article is to give an approach of this tool analyzing it from its origin and definition, going through its possibilities in its application and stating the advantages and shortcomings that this methodology offers. Also, the relation of this tool with other methodologies such as SCRUM would be presented in order to give a more complete perspective of the topic.
Main Concept
Origin of Kanban
Definition
Relation with SCRUM
Application
Methodology
Application
Kanban and Project Management
Other applications
Discussion
Advantages
Limitations
Annotated Bibliography
References
- ↑ R.J. Boucherie, X. Chao and M. Miyazawa, "Arrival first queueing networks with applications in kanban production systems", 2001
Annotated bibliography
Made by Guillermo Roig Pitarch (s212754)
