Before and after kanban
In its early days in the automotive industry, kanban dictated that production of a new item should only begin when a product in existing inventory had been sold.
This technique helped reduce inventories and organize production lines, aligning them with the desired results.
At Toyota, the kanban method optimized communication and work between production and assembly teams by providing a clear visualization of tasks. This facilitated the alignment of activities, standardized processes, and reduced waste.
But kanban did not just bring a new australia cell phone number list technique; it also offered a new perspective on work. In contrast to the Fordist model, which focused on mass production, Toyotism proposed a more controlled approach adapted to real demand.
The result was production on demand, with less accumulated inventory and lower production costs. This change also made it possible to streamline production lines and reduce costs associated with long-term storage.
See also:
How to create a visual identity
Kanban proposes a visual and practical approach to managing tasks , using simple tools such as cards, post-its and boards divided into columns and rows. Originally, it was applied in mass production companies, but today it can be adapted to any sector.
Originally, the method was applied in mass production companies, but its flexibility allows it to be used in any industry or type of business to manage projects.