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The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned. [ABSTRACT FROM AUTHOR]

Copyright of Revista Fatec Zona Sul (REFAS) is the property of Revista Fatec Zona Sul (REFAS) 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.)

During last decades, project management growth rapidly. It developed from a couple fields of application including civil construction, engineering, and heavy defense activity to a large area of fields. In every industry developments or improvements can be implemented using project management tools and methodologies. Nowadays, there are various approaches and methods that can be used in different types of project management. The purpose of this paper is to analyze the project management methodologies, to identify the criteria for choosing the most suitable approach and to understand how applying the best methodology can help companies add value and gain competitive advantage. [ABSTRACT FROM AUTHOR]

Pull system is a production approach that material movement is triggered by a signal. Although the pull system is usually used as a synonym of kanban system, it has been seen that kanban does not work well in some production environments, and some pull system alternatives to kanban such as CONWIP and POLCA are developed. Due to different pull systems in the literature, selection of a pull system that is suited to the production environment and market conditions plays an important role in the development of effective production systems. In this study, CONWIP and POLCA pull systems that are proposed as an alternative to kanban have been analysed and a comparative study has been presented. As a result of the work, a decision support system has been proposed to assist in selecting the most appropriate pull system. The decision support system is based on fuzzy logic theory. The experimental results have shown that the decision support system based on the fuzzy logic can produce good results for different inputs and can be a guide for decision makers in production environment who are not expert.

The evolution of ITmarket brings uscomplex technologies which can go beyond theprocessingpower of the human brain. Daily processes and business activities were modified, some of them being completely removed from the industry, so the society had to accept the changes and to adapt to the new values and principles.Every person must develop new skills, trying to find better ways of doing the day by day work. The aim of this paper is to present “Agile” as an innovative way of thinking in a challenging world, beside all the principles and practices that define it. In this study, the most important agile methods and methodologies (Scrum and Kan-ban) will be presented, discovering similarities, differences, but more important how they can work together.

The article is aimed at exploring the prospects of applying the foreign experience of Kanban in the management of domestic business. The study substantiates the theoretical-conceptual essence of business management using the Kanban method. The properties, principles, constituent elements and rules of the Kanban management of business activities are analyzed, emendated and structured. An analysis on the use of service classes and the information visualization tools in the Kanban business management is carried out. A classification of costs and performance indicators of business management of economic entities according to Kanban is considered. Upon the results of the study, the author’s own definition of the term Kanban is presented, and a number of positive and negative characteristics of management using this method are highlighted. The emphasis is on the feasibility of applying the Kanban method in the management of business activities of domestic economic entities of any kind. It is proposed to integrate additional indicators of determination and compliance with the deadlines of production value according to Kanban. It is specified that to manage the intellectual assets of the business, the use of the Kanban method should be combined with the values of Lean and Agile. The scientific value of the study consists in the direction of the results of the research towards solving the problem of finding concepts for the efficient business management in Ukraine, which will be able to provide flexibility and improve financial results of the business and the growth of the economy as a whole.

With increase in differentiation and decreasing batch size of products, feeding the assembly line at regular intervals is considered to be a critical problem in today’s manufacturing sector. Yet no clear solution has been developed for this problem; therefore, the main focus of this research is to discuss the different aspects of line feeding, the latest trend in literature, and to propose an innovative method to support solving the problem. A discrete event simulation model is developed and a mathematical model based on particle swarm optimization is used to support the simulation. The hybrid model is finally applied to practical situations. Results show how different settings of kanban influence the performance of the assembly line feeding system. The biggest novelty item is certainly the recognition of the trade-off between kanban size and number of kanban and the importance of investigating its behaviour during the design of the system.

Companies around the world are under pressure to reduce their prices to be competitive. In order to keep profitability, they are adopting lean manufacturing (LM) and its tools to reduce waste and, consequently, the costs. Value stream mapping (VSM) is an efficient LM tool, identifying production flow waste. When it is possible to combine VSM with other LM tool, such as Kanban, a substantial impact in inventory reduction is reached. Additionally, the conventional account system shows limitations in the costs reduction to keep up with LM. The purpose of this paper is to present the results obtained by the application of the VSM combined with Kanban and the new account approach to measure the effectiveness of the cost reduction in the finished goods inventory. Considering that LM tools application in the textile segment has not an expressive number of researches, four hypothesis are presented and validated. The findings are discussed and finally, the research limitations and the practical implications originated by this work are presented as well as topics for further researches are suggested.

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.

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.

The Kanban method is based on the principle of taking over the tasks by the team members as they become available (pull system), and not on the placement of the tasks without their being requested by the person to execute them (push system).Using the Kanban method, components are manufactured only when needed, so extra components are eliminated. As there is no extra production, waste cuts and scrap are reduced.

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 card-based 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.

Against the backdrop of the growing adoption of Kanban in a variety of software development domains, this paper reports on how a Systems Thinking approach was used to implement Kanban within a business unit of a government organization. Based on an in‐depth case study in the development organization, we describe how Kanban practices such as visualization, manage flow, classes of service, and board design were implemented. Stages in the double diamond design thinking process of exploring an issue more widely (divergent thinking) and then taking focused action (convergent thinking) were incorporated to adapt Kanban practices such as board design. Positive experiences included improved visibility, improved collaboration, and improvements in lead time. Challenges included lack of team buy‐in, setting work‐in‐progress limits, and short‐term Kanban coach. We present the key lessons learned and offer practical recommendations on how teams can better produce knowledge work in today's fast‐paced dynamic business environment. [ABSTRACT FROM AUTHOR]

Material flow management refers to the analysis and specific optimization of the inventory‐production system. Material flow can be characterized as the organized flow of material in a production process with the required sequence determined by a technological procedure. The Milk run system assures the transportation of materials at the right time and in an optimal manner. It should be combined with the Kanban system to highlight when something is required in the production process. This paper presents biological swarm intelligence, in general, and a particular model, particle swarm optimization (PSO), for modelling material flow using a Milk run system supported by a Kanban system in the automotive industry. The aim of this study is to create a new model for the optimal number of trailers for one train and optimal number of containers in a tugger train system when the route time period has been defined. A new modified PSO approach for integrating inventory‐production in a unique optimization model is used. The major modification to the original PSO is using the capacity of a container instead of a velocity component. Each new Kanban trigger is checked, and the total timing for the Milk run delivery solution is calculated for the necessary raw material capacity for each shop floor. [ABSTRACT FROM AUTHOR]

This paper presents the review of three main existing agile approaches: Scrum, Lean Software Development and Kanban, which served as the basis for the development of a proposal for a new approach in Agile development. To achieve this, a description of each agile approach to software development and a comparison of their strengths and weaknesses are made. Then, the new proposal is established based on the integration of the three approaches, defining a set of metrics and developing a case study to evaluate the integration and obtain quantitative and qualitative data. The results obtained from the case study proved to be quite positive because it allowed us to comprehensively evaluate the new approach. These results represent a promising start to continue working in this line of research. [ABSTRACT FROM AUTHOR]

This paper considers an inventory-routing problem in a distribution network in which kanban is used as a means to implement just-in-time strategy. There are a set of part suppliers and cross-docks in this network, which provide parts for an assembly plant. A novel mixed integer non-linear programming formulation is developed for the problem in which the optimum number of kanbans is determined considering inventory and transportation cost. In the other word, this research aims at reducing the level of inventory and transportation cost in a kanban controlled supply chain system, in which the number of kanbans is to be determined optimally considering demand from suppliers and geographical distribution of them. A fleet of vehicles is applied to transport kanbans from suppliers to the assembly plant via two transportation strategies: direct shipment and shipment through cross-docks (indirect shipment). In the second strategy, it is possible to have routes between suppliers. The proposed problem is NP-hard based on literature, thus a memetic algorithm is introduced to solve it. Solving several examples reveals that the solving method significantly outperforms GAMS/CPLEX in reducing objective value and computational time. [ABSTRACT FROM AUTHOR]

Background: The appropriate management of a fine needle aspiration (FNA) supply cart and equipment set up is essential to ensure the smooth and optimal operation of a busy FNA clinic. We applied Lean strategies such as value stream mapping (VSM), the 5S method (Sort, Set in order, Shine, Standardize, Sustain), and Kanban to remove waste and improve patient flow in an FNA clinic. Methods: The workflow analysis suggested that existent problems such as suboptimal inventory management and unavailability of standard operating procedures (SOPs) caused a 10% to 85% increase in total procedure time. To improve inventory management, we created a 2‐bin Kanban system. We used the "Scan to Web" app and a Google Drive form to create a cost‐effective electronic inventory management system. We distributed the essential SOPs in the format of video clips using our YouTube channel and leveraged barcode technology to access the links. Results: Upon completion of our process improvement project, we succeeded to eliminate the stock‐out events and maintain a process cycle efficiency of 87%. The 5S audit checklist result increased from 6% to 100% implementation, which is consistent with focused improvement. The developed inventory system enabled us to track the supply usage, forecast demands, and improve the accuracy of orders. Conclusions: Lean methods such as VSM, 5S, and Kanban combined with open source technologies can be implemented to ensure material availability, track inventory, and provide immediate access to SOPs on demand. The developed system also led to increased efficiency and improved flow, as well as responsiveness to changes in demand. Lean methods such as value stream mapping, 5S, and Kanban combined with barcode technology, Google forms, and a mobile app can be implemented to ensure the smooth operation of a busy fine‐needle aspiration clinic. [ABSTRACT FROM AUTHOR]

It has been observed that there is an increasing trend of implementing Lean Techniques as a whole in general and Kanban in particular in the software development process all across the globe to reap the proclaimed advantages of these techniques as documented in the available literature and verified by the Lean practitioners. The main goal of this paper is to highlight the present state of implementation and usage of Kanban techniques in the software development process, its obtained and to-be-obtained benefits, challenges that are being faced by the software development companies and the reason(s) of motivation that compels the organization to adopt Kanban technique. Furthermore, the solutions for challenges identified during the study will also be suggested. In order to achieve this, an empirical study has been conducted encompassing a survey followed by complementing thematic interview sessions with 241 employees of 67 software companies of Pakistan. The companies involved in the empirical study have reasonable years of experience in practicing Agile and Lean techniques. Generally, the obtained results depict that the usage of Kanban techniques is rather positive and appreciative; however, the challenges that are being faced in Kanban adoption are lack of specialized training and experience pertaining to its usage and a too conventional organizational culture.

Esta propuesta de innovación docente tiene como objetivo dinamizar y acercar al mundo empresarial la enseñanza en la asignatura de seis créditos Gestión y Organización de Empresas II, cursada en el cuarto semestre de los distintos grados ofertados por la Facultad de Ciencias Económicas de la Universidad San Pablo-CEU, de tal forma que el alumno participe de forma más activa de lo que se venía haciendo hasta ahora y se involucre en la solución de los problemas de empresas reales planteados en el aula. Con este fin se utilizarán metodologías ágiles e innovaciones tecnológicas, que permitan aplicar de forma práctica el Aprendizaje basado en Proyectos (APB). Para su implementación se propone la resolución de un caso de producción por talleres, mediante la formación de equipos ágiles, utilizando Scrum y Kanban, empleando para este último la aplicación Trello. El enfoque iterativo e incremental de esta metodología permitirá que el alumno conozca de forma sencilla y práctica conceptos que crecen en cuanto a su complejidad, según se va evolucionando en la resolución del mismo. Para la asignatura en cuestión, el desarrollo de la solución se realizará en cinco iteraciones o sprints, añadiendo en cada iteración nuevos resultados de aprendizaje, que permitan conseguir las competencias marcadas en la materia.

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.

A common simplifying assumption used in the literature is to minimise average Work In Process (WIP), while achieving maximum production rate, which does not consider the fact that the value of WIP increases down the stream of a production process as labour, time, energy and resources are added to it. This paper aims at minimising queues of parts waiting downstream of production process and in turn minimising value-added WIP by constraining more and more inventory of unfinished products at the earlier stages of production. For this reason, generic black token closed loop Petri Net (PN) model of Flexible Flow Shop (FFS) with Paired-cell Overlapping Loops with Card Authorisation (POLCA) is developed. Tokens in the control loops represent Polca cards to control the flow of material from order release till finished products. Marking of PN is done through Mix Integer Linear Programming after the computation of semi-positive P invariants. Simulation is being done to obtain queues of parts, waiting at each station during demand variation. Results were compared with PN model of FFS without Polca. Results showed the constriction of unnecessary WIP towards the initial stage of production instead of at bottlenecks, with proposed model, and in turn minimisation of value-added WIP. [ABSTRACT FROM AUTHOR]

Purpose: This article is focused on the premise that applying Lean tools in transport and logistic services can contribute to reduce the costs, stocks, lead time and simultaneously contributing to major financial achievements. The objective is to create a model that allows the analysis and deployment of a Lean project in Logistic and Transport services. Methodology: Facing the lack of information about the deployment and the results of the Lean tools in Logistic and transport services in Portugal we used as case study one example of a Portuguese company that deployed Lean tools on their services and it will show that the tools and Lean principles can be used to improve quality and efficiency by using the company existing resources, reducing causalities in the service provided and in all logistic process. Findings: Lean tools provide efficiency in the services, allowing the increasing of the existing capacity in the company, provide a continuous improvement process. Even with low investments sustaining Lean projects can produce large improvement in efficiency of the processes and in the company profits. Research Limitation: The data available about the subject in Portugal was the major limitation to the study.

У статті з’ясовано сутність методології Agile, її концептуальні основи та досліджено основні аспекти для ефективного її впровадження. Проаналізовано популярність практичного застосування Agile підходу в різних сферах бізнесу. Визначено системоутворюючі цінності, які лежать в основі концепції гнучкого управління проектами та таких технологій, як Ехtreme рrogramming (XP), Kanban, Scrum та концепції бережливого виробництва Lean. З’ясовано основні відмінності в найбільш популярних технологіях методології Agile. Досліджено підходи науковців до формування ефективної команди. Розглянуто вимоги до формування Agile-команди з урахуванням основних проблем впровадження гнучких технологій управління. Підкреслено важливість таких психологічних аспектів як відповідальність та ініціативність в роботі команди. Визначено особливості ціннісно орієнтованого підходу в управлінні проектами та уточнено його сутність з позиції цінності продукту проекту. Підкреслено, що процес розробки ПЗ характеризується суттєвим впливом людського фактору. Акцентовано увагу на процесах формування цінностей персоналу проектної команди як складової системи ціннісно орієнтованого управління. Аргументовано впровадження системи заходів, що забезпечують ефективне впровадження Agile технологій. Визначено систему навиків персоналу, що сприяють формуванню цінностей на яких базується Agile підхід. Акцентовано увагу на розвиту такої якості як персональна відповідальність за загальний внесок в розвиток справи.

Since human being has to adapt to the new technologies and methodologies that are emerging, it is fundamental to " unlearn " older contents in order to " relearn " new contents (Schneider, 2018). In this regard we present "MOOC: Getting Started whit Trello", where we introduce this Project Management tool inspired by the "Kanban" methodology (Firmino, 2017). This course is based on the creation of an example project, in which Trello will be used as a project management tool. Several functionalities are used (boards, lists, cards, labels) which the tool makes available in order to follow the various stages of the project from start to finish (Ribeiro, 2018). At the end of the course, the trainee, to obtain the certificate, needs to know how to master the tool in order to manage a project. The MOOC is available in the e-raises platform of IPSantarém as support to the learning contents (videos, exercises and documentation). [ABSTRACT FROM AUTHOR]

Introduction/background: A special place in the development and improvement of the Lean concept is occupied by the automotive industry – the natural and primary environment of lean manufacturing. All manufacturers in the industry follow a pro-quality approach, regulated by the technical specification ISO/TS 16949, which points to Lean as the preferred form of production process management. Womack, Jones and Roos, in their book "The Machine That Changed the World", called the automotive industry an "industry of industries" pointing to the natural and primal environment for the creation, implementation and improvement of the Lean concept. Taking into account the operating conditions of modern production organizations, which force the design of production systems, and taking into account their flexibility, modularity and adaptation to specific customer needs, the application of the Lean Management concept should be stated, and especially Lean Manufacturing in relation to the current situation in the automotive industry. Lean Management is a management standard adopted in the automotive industry around the world. The essence of this concept boils down to increasing the quality of the product and raising the level of organizational culture, and individual tools are used to improve the production system. The result of the actions taken is the elimination of waste, which leads to lower production costs and improvement of the financial result. Aim of the paper: The author of this paper has analysed a selected production line functioning in the automotive sector located in the Silesian region. In order to improve the flow of materials and information, as well as to enhance the production process, selected methods of the Lean Management concept were applied. Materials and methods: The paper is an attempt to present the application of selected Lean tools (Kanban, Supermarket, Standard Operating Procedure) and it uses the observation and interview methods among company personnel. Results and conclusions: It is assumed that satisfactory results can be achieved using this method, which would certify the improvement of work organization and increase the efficiency of individual tasks. [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. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of InformaticsTechnologies is the property of Institute of Informatics, Gazi University 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 provides a systematic comparison between two well-known Agile methodologies: Scrum, which is a framework of doing projects by allocating tasks into small stages called sprints, and Kanban, which is a scheduling system to manage the flow of work by means of visual signals. In this regard, both methodologies were reviewed to explore similarities and differences between them. Then, a focus group survey was performed to specify the preferable methodology for product development according to various parameters in the project environment including project complexity, level of uncertainty, and work size with consideration of output factors like quality, productivity, and delivery. Results show the flexibility of both methodologies in approaching Agile objectives, where Scrum emphasizes on the corporation of the customer and development teams with a focus on particular skills such as planning, organization, presentation, and reviewing which makes it ideal for new and complex projects where a regular involvement of the customer is required, whereas Kanban is more operative in continuous-flow environments with a steady approach toward a system improvement. [ABSTRACT FROM AUTHOR]

Für eilige Leser | In Wirtschaft und Verwaltung hat sich durchgesetzt, dass moderne Verfahren des Projektmanagements (PM) die Effektivität und Effizienz steigern. Diese Erkenntnis ist aber noch nicht in Wissenschaft und Forschung angekommen, obwohl dort fast alle Tätigkeiten in Form von Projekten durchgeführt werden. GPM und spm haben mit einem innovativen Symposium für Wissenschaftler den Vorstoß unternommen, eine Symbiose zwischen Forschung und PM herzustellen. Im Rahmen der Veranstaltung wurden 55 Wissenschaftler für den Einsatz von agilen und hybriden Methoden begeistert, die Vorgehensweisen aus der Wissenschaftshistorie ähneln. Die Initiatoren des Symposiums planen, die modernen PM-Methoden in der Forschungslandschaft breiter und tiefer zu verankern, um Effektivitäts- und Effizienzsteigerungen in der Forschung zu erzielen. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Management Analysis / Revista Gestão em Análise is the property of Revista Gestao em Analise 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 Projekt-Management Aktuell is the property of Narr Francke Attempto Verlag GmbH & Co.KG 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 current competitive market demands that manufacturing companies have a survival strategy which should totally focus on providing high-quality products, being consistent in the level of service provided, having lower inventory levels and higher flexibility in operations. In this context, Kanban can be classified as a tool that assists in the proper sizing of inventory levels and production control of the system. However, numerous studies have been developed with the aim of reliably reducing stock levels in Kanban supermarkets, yielding different optimization techniques, but for fixed demands. This work proposes the minimization solution of the supermarket from randomly different demands, using environments with simulated experiments from the ARENA® software, from a response surface methodology (RSM) along with a weighted minimization of the mean standard error and compare with the results provided by the use of optimizer Arena OptQuest®, thus, it is possible to evaluate the robustness question. [ABSTRACT FROM AUTHOR]

Unnecessary inventory is both wasteful and a safety risk. The Cambridge Centre for Advanced Research and Education in Singapore reviewed its flammable materials inventory, eliminated the unused excess inventory, and, to maintain the reduction and prevent a reaccumulation of unnecessary inventory, put into place a Kanban system. The efficacy of this method is documented as well as lessons learned from both the problems caused by excess unused inventory and the reasons that lead to the accumulation in the first place. [ABSTRACT FROM AUTHOR]

Kanban is a care management tool that values multi-professional work and intensive use of data and has been growingly used in Brazil to address overcrowding in hospital emergency services (HES). The researchers monitored the Kanban for ten months in multiple wards of a municipal HES, and their observations were recorded in field diaries and discussed in biweekly research team meetings. The empirical material was organized from two questions: Are there changes in "traditional attributions" of Kanban-operating nursing? Are Medicine-Nursing interprofessional relationships transformed? A strong nurse adherence to this tool was observed, coupled with greater specialization and fragmentation of their work: nurses working as diarists assume more traditional administrative functions, while those on-call develop more direct assistance to patients. Nurses consider that clinical decisions are still in the doctors' hands, although Kanban provides them with a stronger influence on such decisions. Nurses' role in the management of significant mass of clinical and operational data, central to Kanban's operationalization, strengthens their professional authority. [ABSTRACT FROM AUTHOR]

In the sphere of production area, methods of simulation of production processes and logistic processes are increasingly used. These methods are mainly used in planning, optimization and operational management of production flows and technologies. Material flow simulation methods are closely linked to information technologies and related statistical disciplines. The combination of these disciplines allows the creation of efficient methodologies for generating material flow through simulation models and related algorithms. Logistic dependencies found through these models are then ideally applicable to serial production lines.