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Kanban (Japanese: 看板 meaning signboard) is a scheduling system for lean manufacturing (also called just-in-time manufacturing, abbreviated JIT). [2] Taiichi Ohno, an industrial engineer at Toyota, developed kanban to improve manufacturing efficiency. [3]
The diagram here shows a software development workflow on a kanban board. [4]Kanban boards, designed for the context in which they are used, vary considerably and may show work item types ("features" and "user stories" here), columns delineating workflow activities, explicit policies, and swimlanes (rows crossing several columns, used for grouping user stories by feature here).
A kanban board in software development. Kanban can be used to organize many areas of an organization and can be designed accordingly. The simplest kanban board consists of three columns: "to-do", "doing" and "done", [3] though some additional detail such as WiP limits is needed to fully support the Kanban Method. [4]
CONWIP is a kind of single-stage kanban system and is also a hybrid push-pull system. While kanban systems maintain tighter control of system WIP through the individual cards at each workstation, CONWIP systems are easier to implement and adjust, since only one set of system cards is used to manage system WIP. [2]
It has vertical columns for identical time intervals of production. In the illustration on the right, the time interval is thirty minutes. Production control kanban are placed in the pigeon-holes provided by the box in proportion to the number of items to be built of a given product type during a time interval.
A simple kanban board The basic Scrumban board is composed out of three columns: To Do, Doing, and Done. After the planning meeting, the tasks are added to the To Do column, when a team member is ready to work on a task, he/she moves it to the Doing column and when he/she completes it, he/she moves it to the Done column.
The two-card kanban procedure differs a bit: The downstream operator takes the production kanban from his list; If required parts are available he removes the move kanban and places them in another box, otherwise he chooses another production card; He produces the part and attach its respective production kanban
It is effectively an amalgam of MRP for planning, and kanban techniques for execution (across multi-echelon supply chains) which means that it has the strengths of both but also the weaknesses of both, so it remains a niche solution. The problems with MRP (as listed above) also apply to DDMRP. Additional references are included below. [11] [12 ...