“A gradual decrease in the number of kanban leads to decreases in stock, which terminates the role of stock as a cushion against production instability. This highlights undercapacity processes and those generating abnormalities and simplifies discovery of the major points needing improvement. Overall efficiency is increased by concentrating on the weakest elements.” — Shigeo Shingo, A Study of the Toyota Production System
Decreases in kanban allocation. That is, reduction of the size of the iteration backlog. Therefore reducing the length of the iteration, until it eventually disappears entirely.
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