A Web-based Kanban system for job dispatching, tracking, and performance monitoring

Wan, Hung Da; Chen, F. Frank

doi:10.1007/s00170-007-1145-2

Cited by 29 publications

(13 citation statements)

References 8 publications

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“…and Swamidass and Winch (2002) Modes of implementationAloini et al (2007),Botta-Genoulaz et al (2005),Cua et al (2001),Herron and Hicks (2008),Hong and Kim (2002),Jacobs and Bendoly (2003),Mabert et al (2003),Manjunatha and Shivanand (2008), Morabito et al (2005), Motwani et al (2005), Newell et al (2003), Ngai et al (2008), Nicolaou (2004), Scherrer-Rathje et al (2009), Umble et al (2003), Xue et al (2005), Yusuf et al (2004) and Zhang et al (2005) Support functionality Bayo-Moriones et al (2008), Botta-Genoulaz and Millet (2005), de Menezes et al (2010), Gunasekaran and Ngai (2004), Howcroft et al (2004), Kalay (2006), Mo (2009), Parry and Turner (2006), Riezebos et al (2009), Steger-Jensen and Hvolby (2008), Tjahjono (2009), Ward and Zhou (2006) and Zuehlke (2010) The role and value of information Chen and Paulraj (2004), Chryssolouris et al (2008), Doolen and Hacker (2005), Forza and Salvador (2001), Hicks (2007), Kisperska-Moron and de Haan (2011), Robert Jacobs and Weston Jr (2007) and Zhou and Benton Jr (2007) Supply chain integration Akkermans et al (2003), Cagliano et al (2004), Dias et al (2009), Falk (2005), Gunasekaran et al (2008), Jonsson and Kjellsdotter (2007), Kinder (2003), Koh et al (2008), Mefford (2009), Naim et al (2002), Rondeau and Litteral (2001), Schonberger (2007), Stadtler (2005) and Weston Jr (2003) Development of Kanban and the role of the internetBruun and Mefford (2004),Cooney (2002),Dechow and Mouritsen (2005),Gunasekaran et al (2002),Ho and Chang (2001),Jonsson and Mattsson (2008),Kotani (2007), LageJunior and Godinho Filho (2010),Mabert (2007),New (2007),Olhager and Selldin (2004),Parry and Turner (2006),Pettersen and Segerstedt (2009), Riezebos and Klingenberg (2009),Shah and Ward (2003),Shah and Ward (2007),Shen et al (2010),Takahashi and Nakamura (2002),Teo et al (2009),Wan and Chen (2008) and…”

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confidence: 99%

ERP systems in lean production: new insights from a review of lean and ERP literature

Powell¹

2013

International Journal of Operations &Amp; Production Management

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Purpose – Faced with increasing global competition and growing customer expectations, manufacturers looking for significant performance improvements often look to one of the two choices: implementing an enterprise resource planning (ERP) system, or applying the tools and techniques associated with lean production. In fact, many companies are today applying both approaches in an attempt to realise competitive advantage in the global marketplace. However, there seems to be an ongoing debate within the academic literature as to whether lean and ERP are complimentary or contradictory technologies. This paper aims to present a thorough and critical review of literature with the objective of bringing out pertinent factors and useful insights into the role and implications of ERP systems in lean production and to develop a research framework that can be used by researchers and practitioners for studying the value of integrating ERP with lean. Design/methodology/approach – The research methodology employed is literature survey. Literature has been collected primarily through journals within the area of operations management. For rigorousness, textbooks, conference papers, white papers and dissertations have been excluded from the subsequent analysis. Though older literature has been considered to define the scope of this investigation, only literature published after the year 2000 has been considered in the analysis in order to be current in the research field. Findings – The paper proposes a classification scheme for the current research on ERP and lean production, which identifies six major areas in the extant literature. The literature survey is used to find existing research gaps and provides a research framework for future research directions regarding applications and implications of ERP systems in lean production. Originality/value – This paper fulfils an identified need to study the interactions between ERP systems and lean production.

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confidence: 99%

ERP systems in lean production: new insights from a review of lean and ERP literature

Powell¹

2013

International Journal of Operations &Amp; Production Management

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“…Em indústrias de manufatura o Kanban tem facilitado a aplicação dos princípios do Lean de forma simples e efetiva. A combinação da simplicidade do Kanban com as capacidades tecnológicas de um quadro virtual facilita a automação de processos, melhora visibilidade e permite a medição de performance em tempo real (Wan, Chen, 2008) 2.4 ESTUDOS EXPERIMENTAIS SOBRE O MÉTODO Ainda na mesma pesquisa, (Ahmad, Dennehy, Conboy, Oivo, 2018). enumera 23 relatórios de estudos de casos envolvendo o uso do Kanban.…”

Section: Evolução Das Pesquisas Sobre Kanbanunclassified

Gestão Do Desenvolvimento De Software Com O Uso De Quadro Virtual Kanban/ Software Development Management With the Use of Kanban Virtual Board

Alexandre

Almeida

2020

BJD

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“…The KB system works synchronously, determining the most suitable inventory levels and production lead times of the required products throughout each stage of the manufacturing process for both in-house production and external suppliers (Mukhopadhyay andShanker 2005, Wan andChen 2007). The KB system is also called a card system because, in its simplest implementation, it uses cards that (1) are placed on containers of materials and (2) are removed when these containers are used; this is done to ensure the replacement of such materials.…”

Section: Manufacturing Processmentioning

confidence: 99%

Implementation of Continuous Flow in the Cabinet Process at the Schneider Electric Plant in Tlaxcala, Mexico

2018

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This work presents the development and improvements obtained by the implementation of continuous flow in the cabinet process at Schneider Electric's manufacturing plant in Tlaxcala, Mexico. The areas involved were the demand-planning, materials-planning, and manufacturing processes and warehouse operations. The implementation process, which consisted of shared planning, analysis of control operations, and synchronization of lean manufacturing techniques, led to increased communication among personnel within departments at the Schneider Tlaxcala plant (STP). In addition, this implementation produced the following benefits: (1) improvement of demand coverage in high-demand seasons without exceeding the production capacity, (2) reduction of shortages and delays in the assembly line with associated savings of approximately $3.5 million, (3) reduction of 17.5% in the overproduction of stamped parts and thus on the daily holding inventory, (4) setup time reduction of 77%, and (5) elimination of product flow between the cabinet process and the warehouse to reduce delivery lead time to the assembly line. The fifth benefit was made possible because STP was able to supply the cabinets directly to the assembly line in two days. As a result, the company released 49 storage spaces and improved its customer service by 5% because it could make the final products available to customers at the appropriate time (i.e., on schedule). After 24 months, these improvements led to total recurring savings of approximately $1 million considering an investment of 1.25%. In addition, Schneider Electric was able to successfully replicate this methodology in similar manufacturing plants in North America.

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A Web-based Kanban system for job dispatching, tracking, and performance monitoring

Cited by 29 publications

References 8 publications

ERP systems in lean production: new insights from a review of lean and ERP literature

ERP systems in lean production: new insights from a review of lean and ERP literature

Gestão Do Desenvolvimento De Software Com O Uso De Quadro Virtual Kanban/ Software Development Management With the Use of Kanban Virtual Board

Implementation of Continuous Flow in the Cabinet Process at the Schneider Electric Plant in Tlaxcala, Mexico

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