In administration, the production Kanban model is a signaling card that controls the

production or transport flows in an industry. The card can be exchanged for another signaling
system, such as lights, empty boxes and even empty marked places. The Kanban Model is
based on the idea that ongoing activities should be limited. A new item can only be started
when the item in p In administration, the production Kanban model is a signaling card that
controls the production or transport flows in an industry. The card can be exchanged for
another signaling system, such as lights, empty boxes and even empty marked places. The
Kanban Model is based on the idea that ongoing activities should be limited. A new item can
only be started when the item in progress is finished or when an automatic function starts it
instantly. Kanban basically aims to make the work in progress visible to the entire team,
creating a visual signal that indicates that new work may or may not be started and whether
the agreed limit for each phase is being respected. At this point, you're probably wondering,
what's interesting about that? David J. Anderson had the same feeling and, according to him:
Kanban theory does not sound very revolutionary nor does it seem to profoundly affect the
performance, culture, capacity and maturity of a team and the organization in which it is
inserted. But the amazing thing is that it affects! Kanban seems like a small change and yet it
changes everything about a company. Therefore, Kanban is not a process and does not
describe roles and faces to be followed. We can say that Kanban is an approach to project
management change, a concept to introduce changes in a software development or project
management cycle. Agile methods provide transparency into ongoing and completed activities,
and report metrics with speed. Kanban, however, goes a step further and gives transparency
to the process and its flow, exposing bottlenecks, queues, variability and waste. Therefore,
everything that impacts the performance of the production team and the delivery of value is
explicit in the Kanban model

Another important feature of the Kanban model is the concept of “pulling a task” when there
is the capacity to process it. This feature goes against the traditional “push task” model as per
your demand, thus maintaining the good performance of the project team. Therefore, instead
of the members who produce the product receiving activities as per their demands, the
requirements are added to the backlog list and “pulled” by the members who release their
current activities and make themselves available to start a new task. A good metaphor that
describes this rule is to imagine a highway that supports up to 100 vehicles to maintain the
flow of traffic with a good performance, but on all holidays this highway receives around 200
vehicles. This demand not supported by the highway generates congestion, considerably
affecting traffic performance. So, it's no use pushing a number of activities not supported by
the team, it will cause “congestion” and affect production performance. The implementation
of the Kanban model is summarized in three steps, which are: • Visualize the processes; • Limit
the work in process of English WIP (work in progress); • Lead-time management, that is, the
time that the activity takes to go through all the phases until its delivery. 3. The Kanban Model
To understand the proposal from this concept, let's first study the Kanban system. Let's call the
tasks that make up the Kanban panel of cards. The number of cards represents the agreed
capacity limit at each stage of a system that are put into circulation. Each card works as a
signaling mechanism and the system only allows you to start a new task when a card is
available. It is very important to respect this rule, and have any new work wait in a queue until
a card becomes available. The Kanban System provides a simple, inexpensive, and easy-to-
implement method and quickly starts delivering results allowing you to manage the limit of
ongoing activities and ensuring good team performance. 4. Why use the Kanban Model When
understanding the proposal of a Kanban system, it becomes simple to realize that using a
system prepares and limits the work in progress to a capacity supported by the team.rogress is
finished or when an automatic function starts it instantly. Kanban basically aims to make the
work in progress visible to the entire team, creating a visual signal that indicates that new
work may or may not be started and whether the agreed limit for each phase is being
respected. At this point, you're probably wondering, what's interesting about that? David J.
Anderson had the same feeling and, according to him: Kanban theory does not sound very
revolutionary nor does it seem to profoundly affect the performance, culture, capacity and
maturity of a team and the organization in which it is inserted. But the amazing thing is that it
affects! Kanban seems like a small change and yet it changes everything about a company.
Therefore, Kanban is not a process and does not describe roles and faces to be followed. We
can say that Kanban is an approach to project management change, a concept to introduce
changes in a software development or project management cycle. Agile methods provide
transparency into ongoing and completed activities, and report metrics with speed. Kanban,
however, goes a step further and gives transparency to the process and its flow, exposing
bottlenecks, queues, variability and waste. Therefore, everything that impacts the
performance of the production team and the delivery of value is explicit in the Kanban model

Another important feature of the Kanban model is the concept of “pulling a task” when there
is the capacity to process it. This feature goes against the traditional “push task” model as per
your demand, thus maintaining the good performance of the project team. Therefore, instead
of the members who produce the product receiving activities as per their demands, the
requirements are added to the backlog list and “pulled” by the members who release their
current activities and make themselves available to start a new task. A good metaphor that
describes this rule is to imagine a highway that supports up to 100 vehicles to maintain the
flow of traffic with a good performance, but on all holidays this highway receives around 200
vehicles. This demand not supported by the highway generates congestion, considerably
affecting traffic performance. So, it's no use pushing a number of activities not supported by
the team, it will cause “congestion” and affect production performance. The implementation
of the Kanban model is summarized in three steps, which are: • Visualize the processes; • Limit
the work in process of English WIP (work in progress); • Lead-time management, that is, the
time that the activity takes to go through all the phases until its delivery. 3. The Kanban Model
To understand the proposal from this concept, let's first study the Kanban system. Let's call the
tasks that make up the Kanban panel of cards. The number of cards represents the agreed
capacity limit at each stage of a system that are put into circulation. Each card works as a
signaling mechanism and the system only allows you to start a new task when a card is
available. It is very important to respect this rule, and have any new work wait in a queue until
a card becomes available. The Kanban System provides a simple, inexpensive, and easy-to-
implement method and quickly starts delivering results allowing you to manage the limit of
ongoing activities and ensuring good team performance. 4. Why use the Kanban Model When
understanding the proposal of a Kanban system, it becomes simple to realize that using a
system prepares and limits the work in progress to a capacity supported by the team.