Kanban: Management the Japanese Way

What is Kanban?

The main assumption of the Kanban method is kuwait telephone number data the optimization of the work process. Clear visualization of processes using boards and cards provides an overview of project tasks from A to Z, so that nothing is lost in the chaos. Kanban is based on the principles of agile project management.

How did the Kanban methodology come about?

The Kanban system was invented at Toyota plants. The classic production process involved making different parts in different workshops – and at different times. The production of a car body and a windshield of the same model could be postponed for several months, and if a given batch was faulty, the whole thing had to be made anew.

Taiichi Ono, head of the machine shop and later vice president of the company, decided to turn his struggling company around by revolutionizing the production process.

To communicate the reasons for the upcoming changes to employees, Ono described the “Seven Losses” model, which outlined the plant’s major problems:

• procrastination, waiting without adding value;
• overproduction;
• unnecessary processing steps;
• transport;
• unnecessary movements;
• unnecessary supplies;
• waste.

Inspired by the practices of Piggly Wiggly (one of the first supermarkets in the United States), Ohno envisioned a process in which only the materials needed at that moment would end up at each stage of vehicle production.

To implement the just-in-time manufacturing approach, paper boards (called “kanban” in Japanese) were created for each model produced by Toyota and each material used to make it. When a product sold out or raw materials ran low, the appropriate card went back to the production line. Specialists worked on the designated product, and suppliers provided the appropriate materials only when the card was returned to them, signaling a need.

This made it possible to produce parts in the right quantities, not move them from place to place and save on materials and storage. Although the system originated in manufacturing, it became popular in HR, marketing, customer service, IT, construction and other areas of business.

The Four Main Principles of Kanban

#1 Start with what you have now

Kanban does not require immediate changes to the company structure and employee roles. On the contrary digital marketing in 2032: what do industry leaders predict? it is worth starting by implementing changes to the system that already exists.

#2. Strive for gradual, continuous, and evolutionary change

In other words, Japanese Way go towards a big goal in small steps. At first glance, it may seem that global changes are more beneficial and more profitable. However benin lists it is worth remembering that with them you take on a huge risk – gradual movement towards the goal is a more flexible and safe approach.

#3 Respect Current Processes and Roles

You need to preserve what works well. This includes relationships, positions, and processes – good relationships with people will help build buy-in for change, and established processes will help improve less stable ones.

#4. Support Leadership at All Levels

Employees at all levels, not just managers, must strive to be leaders and propose changes.

Why is visualization important?

Kanban is primarily a visualization that uses a board and a set of colored cards. One color represents one person or process, and all team members can check the status of any task at any time.

These boards can be used for both time management and project planning. The simplest Kanban board has three columns: “To Do,” “In Progress,” and “Done.”

Each project consists of different stages – each of them has a separate column on the Kanban board. Here is an example of a board for an IT project:

How to achieve good teamwork workflow?

A good Kanban board should reflect all the project processes – this allows for easy analysis and helps to spot problem areas on time. The main task is to ensure the flow of tasks from one column to another, i.e. create the right flow.

Efficient workflow between columns helps:

• improve product quality;
• save time and resources;
• reduce the cost of the product;
• increase productivity.

You can ensure uninterrupted flow by planning the workload of your employees. When work in the Kanban system is well organized, planning becomes precise – and tasks are handed in on time.

What to do if the Japanese Way flow has stopped?

The phenomenon where tasks start to pile up in one of the columns is call bottlenecking. It means that the throughput of the stage is too low.

To fix this, you need to find the reason why the flow has stopped. If tasks are piling up at the testing stage, it is worth considering hiring another QA specialist, reorganizing processes, or upgrading the skills of an existing employee. For each column, specify the maximum number of tasks it contains.

There is no room for multitasking in Kanban – each contractor should have a limited number of tasks and a specific time to complete them. Too short deadlines have a negative impact on quality, and too extended deadlines – on the cost and speed of project closure.