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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]

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]

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.)

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.

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]

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 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]

Background of the study: The increasing number of archive services with the implementation of online archive services. This increase services needs to work with excellence service in university archive. The Kanban method is a potential service management approach. This study examines the application of kanban in university archive services and what needs to be considered for its successful implementation. Purpose: This study aims to evaluate and provide recommendations for improving the implementation of the kanban system in university archive services. Method: This study uses a qualitative method (Action research). Collecting data by direct observation and experience of researchers while work as an archivist. Findings: Kanban method helps service coordinators to more easily monitor archive service requests through the kanban board. It is necessary to determine the WIP according to the capacity of the service team. There is a redundant task basket that needs to be integrated into a single process. Improvement of electronic-based work culture for service division archivists in the application of digital kanban. Conclusion: Improving the quality of university archive services can be done with a kanban approach. Kanban flexibility can be applied to a variety of archive service processes. Periodic evaluation needs to be done so that the applied kanban method is more perfect.

У цій статті розглядається використання систем Kanban і Scrum у Agile середовищі. Зокрема, розкриваються фундаментальні відмінності між двома системами та надається огляд їхніх переваг і недоліків. У статті також обговорюються функції систем Kanban і Scrum, а також їх вплив на Agile-середовище. Крім того, аналізується ефективність використання систем Kanban і Scrum і фактори, що впливають на їх придатність у різних сценаріях. У висновках автори надають вказівки щодо вибору відповідної системи для певної ситуації та найкращі практики їх впровадження та використання. Джерела, використані в цій статті, включають наукові статті, галузеві публікації та експертні думки практиків зі спільноти Agile.

The construction industry has long been suffering from high rates of noncontributory 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. [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.

This work, developed as a case study, propose, describe, and evaluates an implementation of a pull system in a SME company producing polymeric components for the automotive industry. The production system of the company was based on the push paradigm, which creates high stock levels and high lead times. The main purpose was to develop a pull production system controlled by Kanbans in the painting line. To achieve this goal, this case study demonstrates the application of relevant lean tools, such as, VSM, SMED, Kanban System, Supermarkets and Leveling. Through the SMED’s application, it was possible to reduce the setup times in 38% and make annual earnings of approximately 83000€. The application of a Kanban System, Leveling and Supermarket enabled the WIP’s reduction between injection and painting in 56% and, also, between painting and expedition in 45%. Also, the lead time decreased and the value-added time increased. Thus, this is an exemplary case study for the implementation of a pull system and can be used both by practitioners and researchers interested in this theme.

Copyright of Revista Cubana de Ciencias Informáticas is the property of Universidad de las Ciencias Informaticas (UCI) 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 Brazilian Business Law Journal / Administração de Empresas em Revista is the property of Administracao de Empresas em Revista 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.)

This paper aims to optimize the losses of the current manufacturing systems to perform the Just in Time (JIT) system and minimize the time, labor, and material in the manufacturing process. Pull systems, which have a famous name of the Smart Kanban system, are one of the methodologies to implement the JIT system. The setting of manufacturing system frameworks offers intriguing capabilities to improve the performance of pull-controlled creation frameworks. Smart Kanban can be utilized, rather than actual cards, and the data conversion about the manufacturing settings, is accessible through sensors. Since a Just-in-Time system does not include a buffer, any interruption to the system can cause the process to stop quite quickly, so security is necessary for the JIT improvement. However, those systems have recently been unguarded to security threats as they introduce general-purpose technologies. From the viewpoint of the system, a security measure is implemented for pull system methods to check for potential threats and analyze vulnerabilities of the pull system. The Flower Pollination Algorithm (FPA) is used as a novel multiobjective technique to optimize different types of cost and time. The experimental results show that the proposed algorithm has robust security efficiency, as well as reduces cost and time consumption. [ABSTRACT FROM AUTHOR]

To understand the benefits of the Lean manufacturing implementation in the Apparel Industry, a project was initiated in Pheonix International, Ludhiana (India). Different lean tools were implemented such as 5S, Kaizen, Poka-Yoke, Kanban, and Andon. Lean tools were implemented in all the departments including a fabric store, CAD lab, spreading and cutting department, sewing department, finishing and packaging department. Implementation of lean tools in apparel industry increases productivity by around 8%. The implementation of lean tools resulted in a reduction of cycle time. The lean tools also result in managing and reducing the garment manufacturing waste and thus increasing quality. At the same time, the organization must have to maintain the effectiveness of lean tools to gain benefits over a period.

O presente estudo buscou em referências bibliográficas analisar o sistema kanban de uma empresa de análises clínicas e compará-la com o sistema implementado e verificar se a empresa utiliza da versão original, criado inicialmente em conjunto com o Just In Time. Para isso, a teoria serviu como base e acompanhou-se o processo para observar de que maneira funciona o kanban implantado na empresa objeto de estudo. Com isso, após entender o processo que utiliza os cartões de controle para administração de estoque e gestão de pedidos de compra, confirmou-se que o processo não se encaixa dentro das especificações, considerando que o modelo utilizado seria de uma versão adaptada ao modelo de produção empregado. Por meio de coleta de dados do processo, verificou-se a funcionalidade do kanban em sua versão adaptada dentro do sistema operacional, observando suas variações e características próprias que ao final, por mais que haja alterações em sua forma original, o kanban atua de maneira funcional, auxiliando no controle de estoque e de pedidos da empresa.

Abstract: The lean production paradigm was first adopted by the automobile industry and has been progressively adapted and adopted by several other sectors. Health services are, in general, co-created by users. This poses a logical challenge when applying one of the principles of the lean production paradigm: the establishment of pulled processes. This article investigates how pull processes have been adapted for lean production in healthcare (lean healthcare). A bibliometric analysis of 267 articles on lean healthcare research, published between 2004 and 2021, is presented in this article. A qualitative review of 233 articles is also presented. Most articles presented in this study were published after 2012, and publications and citations are primarily from the US, Brazil, and the UK. 39 articles pertain to an application of the concept, but most of the articles refer to pulling intermediate products, which are not subject to the aforementioned logical challenge. Only 8 articles effectively discuss the pulling of the flow of users. The main conclusion is that pulling has a distinct objective when applied to health care: the goal is not exactly the elimination of queues (the equivalents of intermediate stocks) but the elimination of idleness in downstream resources with limited capacity.

One of the factors that ensure the company’s success in the market is a properly selected management system. This article is a study of the experience and prospects of implementing “just in time” and related modern management methodologies for Russian companies in a crisis situation caused by the СOVID-19 pandemic and its consequences. The authors suppose that there is a relationship between the use of these methods and a favorable socio-psychological climate in the team. The paper presents the theoretical material and experience ofcompanies belonging to various sectors ofthe economy. The study describes the conclusions based on the results of observation of the offi of the joint-stock company “Tochka”, which successfully applies “just in time”, scrum, agile, holacracy and lean thinking. The article describes the state of the company in the conditions of transition to remote work in connection with the COVID-19 pandemic.Based on the opinion of the employees obtained during the observation and conversation, the authors of the article suggest that the use of modern elements of the management philosophy allows the joint-stock company to maintain an optimal state of the socio-psychological climate, attracting employees, ensuring high productivity and engagement. Thus, the introduction of the just in time system and methods in modern Russian realities is quite feasible, but it will require signifiant effrts, fiancial investments, high-quality work on personnel selection.

Copyright of Revista Producao Online is the property of Associacao Brasileira de Engenharia de Producao 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.)

The goal of any lean implementation in production process is achieving better production performances and one of them is productivity. Among many lean principles, pull principle is the most complex to achieve. There are different production control mechanisms for achieving pull and making decision which one to apply can be demanding because sometimes it is not obvious which is the best for specific situation. Many different production parameters influence production process and for one production setting, one control mechanism is the best choice, but for another production setting it might not be. One goal of this study was to research the influence of bottleneck in the production process in regard to achieving better productivity by applying pull principle. Some of the literature considered deals with the topic of bottleneck and pull but focuses only on bottleneck or in addition on one another production parameter and most of the literature studies up to three different pull control mechanisms. One of the objectives of this study was also to fill the research gap in a way to investigate more mechanisms, particularly, according to the literature, those most widely used in various production conditions with emphasis on bottleneck. The advantage of this research is that in addition to the bottleneck, other parameters, namely the number of control cards, variations and processing time are considered. For that reason, simulation experimentation was conducted and as a result regression functions modelling the relationship between productivity and mentioned parameters for four different pull control mechanisms are gained. The analysis showed that the existence of a bottleneck affects the effectiveness of pull mechanisms in terms of productivity. [ABSTRACT FROM AUTHOR]

Agile software development is an approach first codified in the Agile Manifesto in 2001. This was a statement of core values that became associated with a set of principles and practices. Key ideas include early and constant customer involvement, self-organizing teams that embrace change, rapid delivery of value, short timeboxed iterations coordinated by a shared list of items—a product backlog and driven by user stories and use cases, clean code, test-driven development, and continuous integration. The values, principles, and practices have permeated the technical and business world, translated and modified to fit many domains, affecting both production and management. But as with any good idea, agility can be misinterpreted, or used when inappropriate. Even a proper implementation must be tempered with good understanding of the domain, overall context, and appropriateness of selected agile practices, and modified to fit the enterprise, the domain, and the problem. In this paper, we briefly trace the evolution of agile methods, placing them within a wider organizational framework, and offer guidelines for their use.

This article discussed the key approaches of project management, namely the varieties of Agile methods. A review analysis of Microsoft Project software was carried out, which flawlessly copes with the management and implementation of project activities. The features of building a standard model of the project, which often cannot be realized by using computer technologies, are revealed. The ways of the most suitable solution for the implementation of the original project actual today are proposed. Four of the most popular and most used Agile methods will help us use new knowledge in the field of effective project management. Purpose – is to get acquainted with Agile methods; provide recommendations on the most effective ways to select the Agile method for each individual project in particular. Method or methodology of the work: the article used empirical research methods. Results: the most used effective ways of organizing and conducting project activities are identified; their application in practice. Recommendations are provided on the most effective ways to select the Agile method for each individual project in particular. Practical implications it will be advisable to use the recommendations obtained in the project activities of medium and large organizations.

Construction projects face delays and disturbances that could be caused by one of the contracting parties, both of them, or beyond their control. Proving the delay needs a significant effort to introduce all details, documents, and records which explain the causes of the delays. The contractor needs to submit a claim, whether it is extension of time (EOT) claim or any claim with an adequate definition, causation, liabilities, analysis of delays to get an extension of time-related to the risk event. Claims preparation processes need to be collected and documented daily throughout the project phases, especially during construction phases. Lean Construction, with its common technique, the last planner system (LPS), and building information modeling (BIM) have significant synergies and can bring benefits when implemented together to support the preparation of the extension of time (EOT) claim. Building information modeling used as a digital platform to facilitate communication between the project team, improve project performance, and implement the last planner system (LPS) phases effectively. (LPS) is enhancing the coordination within the project team. The primary purpose of the research is to develop Framework to Optimize the preparation of extension of time (EOT) Claims Using Integration of the last planner system (LPS) and building information modeling (BIM) Techniques in Construction Projects. The integration will represent in implementation of the appropriate (BIM) functionalities along with the five phases of the last planner system (LPS). As a result of the integration, the inputs and outputs well documented, which considered as the primary support to the processes preparation of the extension of time (EOT) claim. Also, The framework supported by process flowchart to clarify outputs, inputs, and the project team's responsibility, Which will contribute to optimizing the preparation of the extension of time (EOT) claims.

Goal: Although card-based systems are a mature topic in literature, studies have focused mainly on how to optimize parameter of each system. The influential of human factors in the implementation of those systems have rarely been evaluated. Therefore, this study aims to understand what are the critical soft factors for a successful card-based systems implementation. Design / Methodology / Approach: A multi-method study is used in this research, combining systematic literature review, longitudinal case study, content analysis, interviews with experts and validations with two different groups. Results: The paper proposes a list of 15 soft factors critical to a successful implementation of cardbased systems categorized in a "house framework" according to the level of analysis each factor is included. Limitations of the investigation: A single case study, although longitudinal, was conducted to proposed the list of factors. Therefore, further studies should be conducted to adapt the list to other organizations and contexts. Practical implications: Following the proposed list of factors, managers can increase the success in implementing a card-based system in their organizations. Originality / Value: This study combines different research methods in a unique way, since in the researchers' view, an individual method was not sufficient to answer the proposed research question. Moreover, the case study reported a failure implementation of a card-based system, a rare addition to literature which mainly presented success cases. [ABSTRACT FROM AUTHOR]

Logistics activities play in important role in supporting the production process for a wide range of products in many industries, such as the automotive or electrical engineering industries. In the automotive industry, they are present throughout the entire production cycle. To perform these activities, various technologies as well as economic aspects must be considered and employed. This contribution describes the technology of interior parts manufacturing for the automotive industry and specifies costs connected to the preparation and setting of machines and devices in individual workplaces as well as the cost items linked with their production and subsequent logistic activities.

Reducing the risk of failure in working on software projects is one of the successes for the company. It can be done by implementing project planning management properly. One important aspect of project management planning is scheduling. Scheduling includes recording human resources and tasks in the project. The Kanban method is one of the methods used to overcome problems in controlling project schedules. This study aims to develop a project scheduling system that applies the Kanban method. In this research, project management and scheduling system will be developed using the Kanban method. This system expected to be able to assist companies in handling projects. Kanban was chosen because it can easily respond to project changes, easily implemented, and company needs. In this study, unit testing was performed on the system's three main features and tested the validity of the system's 49 functional requirements. The usability test produces a value of 76. Based on the validation and usability test results, it can be concluded that the system is included in the acceptable category.

O objetivo deste estudo é analisar como as atividades do Planejamento e Controle da Produção (PCP) são realizadas na prática em uma empresa de insumos que atua no setor têxtil, observando a aplicação dos Sistemas de Coordenação de Ordens (SCOs), como o MRP e o Kanban são desenvolvidas em uma indústria de produção de insumos localizada na Região Metropolitana de Fortaleza, Maracanaú. Por meio de um estudo de caso, foi possível observar o funcionamento e associar a aplicação do sistema demonstrado na literatura com o praticado pela empresa. Observou-se como resultados na empresa a sensibilização e a aplicação inicial e limitada do Kanban; entretanto, posteriormente, o Kanban visou, de forma plena, aos melhoramentos na qualidade do produto, na redução dos níveis de estoque, no acompanhamento e no controle da produção e cumprimentos de prazos de entrega dos pedidos.

Teams are increasing their use of the Kanban process methodology across a range of information system projects, including software development and data science projects. While the use of Kanban is growing, little has been done to explore how to improve team performance for teams that use Kanban. One possibility is to introduce a Kanban Coach (KC). This work reports on exploring the use of a Kanban Coach, with respect to both how the coach could interact with the team as well as how the use of a coach impacts team results. Specifically, this paper reports on an experiment where teams either had, or did not have, a Kanban Coach. A quantitative and qualitative analysis of the data collected during the experiment found that introducing KC led to significant improvement of team performance. Coordination Theory and Shared Mental Models were then employed to provide an explanation as to why a KC leads to better project results. While this experiment was done within a data science project context, the results are likely applicable across a range of information system projects.

New technologies are transforming modern production, it is becoming more technological. New products and services have spoiled the consumer with a breadth of offerings, which puts manufacturers in the difficult position of constantly improving their offer by analyzing sales performance and striving to match the overall demand for the product. With the globalization of the economy, competition is growing, and companies that can use new methods of flexible management will ensure the creation of a production management system focused on reducing costs, minimizing risks and increasing efficiency in today's market. Manufacturing has historically been slowly moving away from traditional methods. The industry is based on processes that date back to the first and second industrial revolutions, but today manufacturing companies are using modern technologies to transform their business processes in an agile way. In such an environment, manufacturers can easily innovate. Customer feedback improves this process. Changes can be made in the middle of a process and operations can be reconfigured to meet new requirements. Dividing processes into iterations creates a low-volume manufacturing approach, which means less risk and more flexibility. Agile manufacturing often accompanies digital transformation, as digital workflows break down silos, unify systems, and enable greater flexibility. In other words, agile operations are moving from “adapting to change” to “change to be adaptive”.

The Agile methodology, who knew a significant increase in influence and use by the IT development industry in the past two decades, is based on various newer or older methods. This paper will identify and describe the most popular and used methods belonging to Agile methodology based on published surveys by VersionOne in the last three years. During methods presentation, the main elements that make these methods so successful will be highlighted. The approach proposed is to identify these distinctive elements of each popular method and not to compare these key elements but rather to point out their complementary capabilities. This is a pre-requisite for a future study to propose a new Agile method based on these key elements.

To survive in a competitive environment, enterprises need to improve their business processes, prosper, make changes and be open to new opportunities. One way to make a business more competitive is to use logistics technologies. By applying and using logistics technologies, the enterprise manages to improve the quality of products, processes and applies a harmonious course of business activities. The main aim of the paper is to introduce selected logistics technologies based on the knowledge base, which consisted of studying domestic and foreign literature and through the survey to find out their application and usage in the Slovak enterprises. In processing and comparing in the theoretical part of the paper, a literature search, analysis and synthesis, induction and deduction, comparison and scientific abstraction are used. In Results, sorting method, elimination method and graphical method are used. The object of the research, which was carried out by a questionnaire survey, were small, medium-sized and large enterprises operating in the Slovak Republic. From selected logistics technologies, respondents use Just in Time more than Kanban. Their use is mainly in large and medium-sized enterprises of a production nature.