Description: Flow adjustment in the Kanban system refers to the process of optimizing the flow of tasks through a visual system that allows for efficient work management. This approach is based on visualizing work in progress, facilitating the identification of bottlenecks and continuous improvement. By implementing flow adjustment, teams can balance workloads, ensuring that tasks are completed smoothly and without interruptions. This process involves the constant review of workflows, prioritization of tasks, and adaptation of available resources to maximize productivity. Flow adjustment focuses not only on delivery speed but also on the quality of the work performed, promoting an environment where waste is minimized and resources are optimized. In summary, flow adjustment is an essential practice within the Kanban framework that seeks to improve operational efficiency and customer satisfaction through more effective task and process management.
History: The concept of flow adjustment originated in the context of the Kanban system, developed by Taiichi Ohno at Toyota in the 1940s. Kanban was initially implemented as a method to improve production and reduce waste in manufacturing. Over the years, the approach has adapted and evolved, extending beyond manufacturing into software development and other sectors. The idea of adjusting workflow has become fundamental in agile management, where the goal is to optimize value delivery to the customer.
Uses: Flow adjustment is primarily used in work environments that adopt agile methodologies, such as software development, project management, and manufacturing. It allows teams to identify and eliminate bottlenecks, improve collaboration, and increase operational efficiency. Additionally, it is applied in daily task management, facilitating prioritization and progress tracking.
Examples: An example of flow adjustment in a software development team could be the implementation of a Kanban board where tasks move through different columns representing stages of the process, such as ‘To Do’, ‘In Progress’, and ‘Done’. By observing the flow of tasks, the team can adjust the amount of work in progress to avoid bottlenecks. Another example is in a production line, where work times and resources are adjusted to ensure that each stage of the process operates smoothly.
