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This article presents a case study on improving process efficiency in a mining equipment part fabrication company. The company was facing issues concerning communication, organisation, and workflow processes. This study investigated that ineffective communication among departments was the major weakness which was responsible for the long lead or idle time. This lead time was a waste that affected the company’s productivity. A great amount of time was spent on non-value-added processes. The Kanban Centralised Communication System was implemented. Time study and value stream mapping were also used. A significant improvement in process efficiency from 34% to 85% was achieved by reducing lead time from 4200 minutes to 1680 minutes after streamlining the communication in the company using Kanban. [ABSTRACT FROM AUTHOR]

Purpose: The unstable labor productivity and periodic planning method cause barriers to improving construction logistics management. This paper aims to explore a demand-driven mechanism for efficient construction logistics planning to record the material consumption, report the real-time demand and trigger material replenishment from off-site to on-site, which is aided by Building Information Modeling (BIM) and the Kanban technique. Design/methodology/approach: This paper follows the design science research (DSR) principles to propose a system of designing and applying Kanban batch with 4D BIM for construction logistics planning and monitoring. Prototype development with comparative simulation experiments of a river remediation project is conducted to analyze the conventional and Kanban-triggered supply. Two-staged industrial interviews are conducted to guide and evaluate the system design. Findings: The proposed BIM-enabled Kanban system enables construction managers and suppliers to better set integrated on- and off-site targets, report real-time demands and conduct collaborative planning and monitoring. The simulation results present significant site storage and schedule savings applying the BIM-enabled Kanban system. Feedback and constructive suggestions from practitioners are collected via interviews and analyzed for further development. Originality/value: This paper brings to the limelight the benefits of implementing BIM-enabled demand-driven replenishment to remove waste from the material flow. This paper combines lean production theory with advanced information technology to solve construction logistics management problems. [ABSTRACT FROM AUTHOR]

This article presents a case study on improving process efficiency in a mining equipment part fabrication company. The company was facing issues concerning communication, organisation, and workflow processes. This study investigated that ineffective communication among departments was the major weakness which was responsible for the long lead or idle time. This lead time was a waste that affected the company’s productivity. A great amount of time was spent on non-value-added processes. The Kanban Centralised Communication System was implemented. Time study and value stream mapping were also used. A significant improvement in process efficiency from 34% to 85% was achieved by reducing lead time from 4200 minutes to 1680 minutes after streamlining the communication in the company using Kanban.

Recent events have taught us that change can occur with surprising speed. Those who had the ability to adapt to these changes continued to operate and succeed. The success of these companies was determined, among other things, by the speed of reaction to change. The rapid changes in the market impose an increasingly acute need for a marketing activity that is more agile by the day, translated into a reaction to change at least as fast by marketers. The competitive advantage belongs to those marketers and brands who can plan faster, experiment more effectively, and constantly adapt in order to accelerate success. Today's society has become much too complex to be stabilised, structured and forecasted so agile marketing is quickly becoming a requirement for successful business operations. Agile marketing is a new approach in the field of marketing management based on a series of practices aimed at solving the rigidities of traditional marketing. Agile marketing is the current way of doing marketing in volatile markets with informed consumers and fast-reacting competition. Agile principles can support companies of any size by allowing large projects to be broken down into distinct units, continuous improvement of results, and rapid adaptation in response to internal or external environment changes. In this context, the following paper reveals important aspects regarding the methodology and instruments of agile marketing to serve as a guide in incorporating agile practices into the marketing planification process in order to achieve changing business goals more efficiently.

The development of medical technology devices leads to the introduction and use of agile methods, which enable the delivery of increasingly complex software with the fastest possible innovations. Delivery of the highest quality software must be considered during development, as medical products are important elements in saving human lives. Their development begins with determining a set of product requirements that exactly correspond to it. The development of specified medical products is finally delivered to the customer, who participates in the development. In this article, we present the use and combination of agile methods in software development, which correct and facilitate timely and continuous delivery of products. They also know how to smooth out a quick reaction to the customer's changing needs and mainly focus on team management and communication. Specific agile methods make it possible to implement development through gradual improvements by integrating customer requirements towards the product. This article identifies three interconnected approaches to integrating agile methods and principles: SCRUM, SAFe, and Kanban combined with the V-model. The methods are gradually analysed based on the literature review, and the article presents a practical application in Siemens Healthcare Slovakia. [ABSTRACT FROM AUTHOR]

Agile software development has reached wide adoption in various countries including Turkey, even though from which its original cultural backgrounds differ. In Turkey, many organizations have started to adopt Agile approaches more and more in their software development processes. This interest in the country's software development is parallel to what the academic literature on Agile in the country exhibits. However, despite the prevalence of Agile in Turkey, there is a lack of sufficient secondary research and comprehensive review on Agile in Turkey, which poses a significant necessity for further investigation. Considering this gap, we performed a quantitative bibliometric analysis of Agile software development publications produced by Turkish organizations in a holistic and broad approach both for scholars and practitioners. We provide a summary of relevant academic studies that emerged in Agile research in Turkey by focusing on many aspects including bibliometric properties of papers, researchers, affiliations, venues, and thematic contents that are separated into 15 sub‐research questions. After delivering results based on the questions, we discuss the results and findings of our study and present implications regarding the findings. The main contributions of our work are twofold. First, the paper may help the readers to have a quick idea, understand the subject, and gain insight from a large volume of scientific data. Second, the paper can help readers to use these analyses to form future research. [ABSTRACT FROM AUTHOR]

Copyright of Amazonia Investiga is the property of PRIMMATE and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Oeconomicus is the property of Znanstvena Rijec d.o. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Стаття присвячена актуальним питанням пошуку обґрунтованих рішень для оптимізації розробки та підтримки програмного продукту. Розглянуто різні змістові наповнення поняття синергії між Agile методологіями Scrum і Kanban. Проаналізовано властиві ознаки цих методологій, які виокремлюють їх серед інших стратегій розробки та підтримки програмних продуктів. Досліджено й узагальнено основні принципи їхнього використання в сучасних ринкових умовах для реального проєкту. Обґрунтовано взаємозв’язок між типом проєкту і складністю впровадження Agile підходів. Виявлено різну чутливість Agile методологій Scrum і Kanban до змін у внутрішньому та зовнішньому середовищі підприємства. Визначено особливо чутливі параметри, які впливають на успішність їхньої інтеграції в процесі розробки та підтримки програмного продукту.

Multi-stage assembly systems where the demand for components depends on the market-driven demand for end products, are commonly encountered in practice. Production Planning and Control (PPC) systems for this production context include Kanban, Materials Requirement Planning (MRP), Optimised Production Technology (OPT), and Demand Driven MRP (DDMRP). All four of these PPC systems are widely applied in practice and literature abounds on each of these systems. Yet, studies comparing these systems are scarce and remain largely inconclusive. In response, this study uses simulation to assess the performance of all four PPC systems under different levels of bottleneck severity and due date tightness. Results show that MRP performs the worst, which can be explained by the enforcement of production start dates. Meanwhile, Kanban and DDMRP perform the best if there is no bottleneck. If there is a bottleneck then DDMRP and OPT perform the best, with DDMRP realising lower inventory levels. If there is a severe bottleneck, then the performance results for DDMRP and OPT converge. This identification of contingency factors not only resolves some of the inconsistencies in the literature but also has important implications for the applicability of these four PPC systems in practice. [ABSTRACT FROM AUTHOR]

This work is a supplement to earlier literature reviews of research on the production control scheme known as CONWIP. In this paper, we chronicle the origins of CONWIP and address many of the issues and misunderstandings that have appeared over the past 30+ years. [ABSTRACT FROM AUTHOR]

Companies in the construction sector need effective information management. In particular, the transmission of information within a company is key to improving its management and competitiveness. Currently, many companies in the construction sector are making a great effort to implement the building information modelling (BIM) methodology. Such implementation requires collaborative work through the Cloud between the different agents in the construction process of any project. In fact, information management in BIM projects is related to the creation, storage, transfer and efficient application of information within a three-dimensional (3D) virtual model of the project. The size of the project also determines the optimal management approach. The main problems resulting from poor information management may be a lack of coordination between actors, loss of information or misinterpretation of information. This work has two stated objectives. The first objective is to carry out a literature review of the applications of BIM technology and the importance of managing knowledge according to International Organisation for Standardisation (ISO)- 19650. The second objective is to propose a disruptive method based on the Kanban tool to properly manage BIM information in the design and construction phases. This paper has practical implications for the improvement of BIM application for project managers. [ABSTRACT FROM AUTHOR]

This study presents the development of an upgrading program for a supermarket-type warehouse that supports the supply of goods in a manufacturing company located in northwestern Mexico. The tool Kanban is applied to achieve and improve the redistribution, reorganization, and identification of replenishment points for the production process. A five-step methodology is followed and 70 materials are selected to update their storage and inventory levels on the warehouse management system. The results show an increase of 33.53% on overall delivery metric compliance and a 5.49% increment on supermarket maximization. It is concluded that upgrading the warehouse management system improves the efficiency of materials supply since it increments successful on-time delivery objetives and since it increments the supermarket's share on supply. [ABSTRACT FROM AUTHOR]

Copyright of Gruppe. Interaktion. Organisation: Zeitschrift für Angewandte Organisationspsychologie (GIO) is the property of Springer Nature and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose – The study aims to explore the argument of implementing the lean method to part or whole of an operation by examining the moderating impact of varying levels of the extent of implementation of four different lean methods, along with their functionalities, in predicting productivity improvement (PI). Design/methodology/approach – As the focus of understanding the efficacy of lean principles is shifting from process to industry level, this study tried to generalize the approach by gathering data from 132 large Indian auto component manufacturers. This involves an assessing/monitoring approach rather than measurement. Findings – Results highlighted the interdependence or individuality of the extent of implementation of lean methods and their functionalities. Findings revealed a significant moderating effect in improving productivity to a greater extent of 50%. Research limitations/implications – Adopting an assessment approach to a measurement study provides a noteworthy contribution to bridging theory and practical consequences. The findings can be appropriately extrapolated to medium and small enterprises forming a critical connection in the entire automobile manufacturing ecosystem. Practical implications – The study showed that even if a lean method is applied to a certain extent of operations the chances of PI are significant. This is important for decision makers as they confront problems of optimum resource allocation. Social implications – PI, reduced cost and generalization of results would enable the auto component industry to become more competitive. Originality/value – The examination of the moderation effect of a lean principle implementation extent, along with that of its functionalities to predict the improvement in productivity from its existing level, is a major outcome of this study.

AbstractThe construction industry has long been suffering from high rates of non-contributory time. Construction processes are likely to include time, which is sometimes lost for non-value-adding operations resulting in time waste. Considering the large percentage of lost time in all operations, this study aims to reduce the high rate of non-contributory time (NCT) in construction services. To test the management model, a Peruvian company was selected as a study case. In this respect, a management model based on mostly implemented Lean tools such as Kanban, 5S, and TPM was utilized. It is of utmost importance to emphasize that this proposal aims to reduce the NCT by up to 25%, as well as reduce the number of orders generated with delay, and eventually reduce the loss or damage of materials and equipment stoppages.

This article explores the efficacy of specific Lean tools such as 5S, Kanban, JIT, and Poka-Yoke in enhancing operational efficiency. It provides an analysis of how these tools contribute to improved production times, waste reduction, and process optimization, supported by real-world case studies. The article emphasizes the significance of Lean tools in contemporary business environments, their impact on strategic innovation, and the benefits of integrating Lean thinking into organizational culture for sustained growth and improvement. [ABSTRACT FROM AUTHOR]

This paper integrates agile methodologies in organisations and relates them to emotional intelligence. Through a programme consisting of ten sessions, the Kanban method is used to develop emotional competencies. The programme is developed, and the competencies that make up emotional intelligence, previously defined in a dictionary of competencies, are measured. Through the programme, the methodology is applied to a total of 300 employees of a leading company in the outsourcing sector in Spain. There is a control group that has not undergone the proposed programme in order to compare the effectiveness of the training with those workers who have undergone it. A questionnaire composed of 32 variables was designed to measure eight emotional competencies that make up emotional intelligence, in order to ascertain the level of success acquired by the employee, before and after the programme. The results obtained show that, after the training, not only have most of the competencies improved, but also the need to promote an improvement in the working environment has been detected, which is one of the limitations found in this study. This opens the door to further research on the specific benefits of the application of agile methodologies and continuous improvement in the dimensions of emotional intelligence. [ABSTRACT FROM AUTHOR]

This study aims to address the challenge of implementing Lean philosophy in Small and Medium Enterprises (SMEs) and fill the research gap regarding Lean application in vehicle seat upholstery maintenance/repairing processes. The Lean tools applied in a case study of an upholstery industry of vehicle seats were as follows: Value Stream Mapping, Spaghetti Diagram, Gemba, 5S, Standardized Work, Kaizen, Kanban, and Poka-Yoke tools. A Decision Support Method using Excel Microsoft 365 was developed for improved stock control. A GUT Matrix was formulated to prioritize improvement opportunities, aiding prompt decision-making. This systematic approach enabled the company to address critical areas requiring swift attention. The results of Lean tools implementation led to a process waste minimization around 47%, and the process Lead Time decreased by approximately 26%, resulting in a 33% production increase. Thus, the Lean tools integration leads to substantial waste reduction, shorter process time, and increased production. The Decision Support Method enabled the company to efficiently monitor and manage its stock levels, thereby enhancing inventory management practices. This case study outlines the successful optimization of an upholstery production process in an SME by effectively applying Lean tools, highlighting its feasibility and benefits. [ABSTRACT FROM AUTHOR]

Project management is an important part of all business processes, as the future of the enterprise depends on the success of the implementation of project activities. The article discusses the main methods of project management used in production organizations: Agile, Kanban, Waterfall and Scrum. The following general scientific research methods were used: analysis, generalization, classification, description. The purpose of the article is to popularize the application of the project approach in the manufacturing sector of the economy by systematizing the main methods of project management for their further use by companies. Examples of the methods application in Russian production organizations – JSC “Litmashdetal” and the publishing house “MIF” are presented. The main digital project management tools used in production and companies are demonstrated, with the help of which the effective implementation of the project approach is possible. Such an approach can be implemented in production if the principles of the method used are observed in the process of its realization in the company.

Despite technological progress and a large amount of research on Industry 4.0, digital transformation remains a complex process that most manufacturers are hesitant to invest in. Interest in digital Kanban, for example, remains low compared with traditional Kanban, which is widely used. This applies to the other card-based production control systems, including CONstant Work-In-Process (CONWIP), which is the focus of this paper. In an industrial context where digitization and Industry 4.0 are the main trends, one may wonder why traditional CONWIP is preferred to digital CONWIP. Following a praxeological approach (i.e., study of practice and instrumentation), this article explores the strengths and weaknesses of the CONWIP practice, in both its paper and electronic versions, while taking into account the human dimension. The aim is to motivate potential CONWIP users to implement it in its digital mode and to show them how a Digital Twin-based solution can overcome the managerial problems that arise with digitization while enabling improved performance. As an illustration, experience feedback from several companies using Digital Twin with CONWIP is provided. [ABSTRACT FROM AUTHOR]

The aims of this research are, first to determine the stock profile of medical consumables before and after the implementation of Kanban system, and second to analysis the effectiveness inventory management of Kanban application. The research method uses descriptive quantitative by comparing the preexperimental and post-experimental averages. An experiment was conducted to apply the Kanban system to pharmaceutical logistics at a hospital in Ponorogo for two months. Analysis using the FSN method based on TOR, ROP method, Safety Stock method followed by the implementation of the Kanban system. The results obtained are the average pre-Kanban purchase is 6715.7 and post-Kanban is 2232.8. The average ending inventory before Kanban is 8638.6 and after Kanban is 1656.2. The results of the paired t test yield a significant value for purchases of 0.168, which means that there are significant differences in pre-Kanban and post-Kanban purchases. The percentage of effectiveness tested with an N Gain score of 49.362% for purchases and for final stock of 47.655% shows that it is still in the less effective category. The benefit of this research is that in theory it provides an overview of the method for testing the effectiveness of kanban implementation, in practice it provides an overview of Kanban implementation. [ABSTRACT FROM AUTHOR]