Comparar métodos

	Kanban	Planejamento das Necessidades de Materiais	SMED
Área	Gestão de operações	Gestão de operações	Gestão de operações
Família	Machine learning	Machine learning	Machine learning
Ano de origem	1950	1975	1985
Autor original	Taiichi Ohno	Joseph Orlicky	Shigeo Shingo
Tipo	Production control system	Material planning algorithm	Setup time reduction technique
Fonte seminal	Ohno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge, MA: Productivity Press.	Orlicky, J. (1975). Material requirements planning: The new way of life in production and inventory management. New York: McGraw-Hill.	Shingo, S. (1985). A revolution in manufacturing: The SMED system. Cambridge, MA: Productivity Press.
Outros nomes	visual management, pull system	MRP, MRP I	quick changeover, rapid setup
Relacionados	5	5	5
Resumo	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.	Material Requirements Planning (MRP) is a computerized system developed by Joseph Orlicky in the 1970s that calculates material requirements based on master production schedules and bill-of-materials data. MRP determines what materials to buy, how much to order, and when to order them to meet production demand while minimizing inventory carrying costs. It became a foundational technology for manufacturing planning and later evolved into manufacturing resource planning (MRP II) and enterprise resource planning (ERP) systems.	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.