Kanban won't help you to identify tasks, but it will make it easier to visualise and address them. I don't know how much you know about Kanban, but here are my hints and tips.
The biggest advantage for me is to make my Kanban board reflect reality. You may find it's more helpful to start by identifying and clustering the work that needs to be done, and then drawing the board up to reflect that work. If work is in different stages of verification, try to reflect those phases as close to production as you can - this will help you identify what needs to be done and who needs to do it.
Other than that, we finish what we need, and we don't start anything new - even if we need it - until we've finished the needed work that's already in progress. That helps us limit our work. It sounds like you've already exceeded any WIP limits that might help; however, you can work out who's busiest and help them (especially your testers!) and encourage the team to help each other finish before starting anything new. If you manage to get a flow of work going, put WIP limits in place at that point, but don't forget that the work needs to make it all the way through to production-ready.
If you're getting new tasks every day, you'll need access to your business experts more frequently than you used to in Scrum. Are they ready for that? You can have a separate cadence for engaging them, retrospectives, showcases, etc. - you don't have to be tied to sprints.
If at any point the team seems resistant it may be worth rethinking. Learning new things tends to slow a team down at first, and you may not have time.
Lastly, it may be possible at this late stage that nothing you do can result in a successful release - Kanban isn't a silver bullet. Best of luck with it, and I hope your project release is a pleasant surprise for everyone!