Сравнение на методи

	Канбан	Агрегатно планиране	SMED
Област	Оперативен мениджмънт	Оперативен мениджмънт	Оперативен мениджмънт
Семейство	Machine learning	Machine learning	Machine learning
Година на възникване	1950	1992	1985
Създател	Taiichi Ohno	Wallace, T. F.	Shigeo Shingo
Тип	Production control system	Demand-supply planning framework	Setup time reduction technique
Основополагащ източник	Ohno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge, MA: Productivity Press.	Wallace, T. F. (1992). Sales & Operations Planning: The how-to handbook. Cincinnati: APICS Publications.	Shingo, S. (1985). A revolution in manufacturing: The SMED system. Cambridge, MA: Productivity Press.
Други названия	visual management, pull system	sales and operations planning, production planning	quick changeover, rapid setup
Свързани	5	5	5
Резюме	Kanban is a pull-based production control system developed by Taiichi Ohno at Toyota in the 1950s that uses visual signals (traditionally cards or bins) to trigger production and movement of materials based on actual demand rather than forecasts. The Japanese word 'kanban' means 'visual card' or 'sign,' and the system operates on the principle that work should flow in response to downstream requirements. Kanban is a foundational element of the Toyota Production System and lean manufacturing, enabling just-in-time production, reduced inventory, and improved flow efficiency.	Aggregate Planning (or Sales & Operations Planning, S&OP) is a collaborative, iterative process that balances demand and supply at a high level—typically grouping products into families and planning over a 3–18 month horizon. Developed formally by Tom Wallace and popularized through APICS, aggregate planning helps organizations align sales forecasts, production capacity, inventory, and workforce to meet demand efficiently while managing costs. It serves as the bridge between strategic business plans and detailed operational execution.	Single Minute Exchange of Die (SMED) is a systematic approach developed by Shigeo Shingo in the 1980s to drastically reduce the time required to changeover equipment from producing one product to another. The methodology, part of the Toyota Production System, aims to reduce setup time to a single-digit minute range (ideally under nine minutes), enabling smaller batch sizes, faster response to customer demand, and improved flexibility in manufacturing. SMED is a cornerstone of lean manufacturing and just-in-time production.