INTEGRATION OF SCRUM AND KANBAN INTO A PERSISTENT PRODUCTION PROJECT: PILOT IMPLEMENTATION IN AN INSURANCE COMPANY

Abstract

The relevance of the problem is due to the contradiction between long-term, strictly regulated lean manufacturing (Lean) projects and the high volatility of market demands. The scientific significance of the work lies in the fact that publications (Kobozeva and Pshenichnaya, 2023; Trishkin and Feoktistova, 2025; Udaltsova, 2024; “Agile Research in Russia,” 2023) describe Lean and Agile separately, but do not offer empirically substantiated models for combining them in production process improvement projects. The purpose of this article is to analyze the possibilities and evaluate the impact of Scrum and Kanban implementation on the effectiveness of Lean projects. A pilot project lasting three sprints (two weeks each) was conducted at an experimental enterprise (insurance company) with the goal of increasing employee operational efficiency by 10%. Quantitative measurements before and after implementation, as well as documentation analysis (project card), were used. The results showed a 40-50% reduction in key task completion times, along with increased process engagement and transparency. A limitation was identified: when the cycles of related departments are disrupted, the end-to-end effect is not achieved. The scientific innovation lies in the development and testing of a specific model for integrating Agile tools into the phased structure of a Lean project.