Introduction Of Kanban

Kanban basic principles

General Kanban system

Example Of Kanban System

General Kanban Control System

Advantages and Disadvantages of Kanban System

Summary and Conclusion

To win customer by just being able to satisfy their demand and the business wants to earn profit by being able to just satisfy that demand fully without having any over production, this fundamental economic struggle is the basis for a lean manufacturing system that has not only been in use for centuries but has gained popularity through its ability to implement technological advances to make this process work better. This method of production has been assigned the name of "Pull Production" or "Kanban" in Japanese.

Pull production is a process that aims to arrange an organization so that customer preference or orders are what cause materials to be "pulled" through a system.

The idea is that the manufacturer only produces what the consumer wants when the consumer wants them.

In a pull production system inventory is reduced, work in progress is not exceeding demand, and the need for raw materials is comparable to the demand for the product.

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One of the most common tools used in the pull production system is referred to as "Kanban."

KANBAN actually refers specifically to a signal card production system. This system utilizes cards or containers to pull materials or products through the production system. It relies on a simple rule of only producing or delivering when a card or empty container is passed to the workstation. When at work the kanban system would work thusly:

“A worker goes to collect parts from the previous process leaving a kanban card signifying the delivery of a given quantity of specific parts. Having all the parts funneled to the line and used as required, the same kanban is returned back to serve as both a record of work done and an order for new parts. Thus kanban coordinates the inflow of parts and components to the assembly line, minimizing the processes."

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Only produce products to replace what has been consumed.

Produce products based on the purchasing actions of the consumers.

Shipments must be made in containers that hold the number of parts identical to what needs to be replenished.

Op1: when demand from stage i+1 occurs, withdraw a Kanban and place it on the dispatching board.

Op2: production activity initiates when a Kanban is placed on the dispatching board.

Op3: simultaneously, demand is sent to stage i-1 if demand occurs at stage I

Op4: completed parts with Kanbans are sent to stage i+1.

Below is an example of a generic kanban at a steel mill.

The kanban limit was set by the number of available coil cradles. The "What Coil to run next" question is answered by a sequenced list, the "Line-Up".

Note that the white cradles established the Kanban operating limit during normal operating conditions. The yellow cradles were authorized for use only during a planned inventory build in preparation for a scheduled outage, e.g. taking the feeding piece of equipment down for planned maintenance.

Marking off, and then removing, the amount of allowable coil cradles was one mechanism used to reduce inventory, lead times, space, and handling damage. It was a driving force used to assure the continuous improvement process.

This simple, but powerful, Kanban mechanism forced the resolution of numerous underlying problems. The result was an order of magnitude improvement in product quality, 50% reduction in lead times, record levels of on-time delivery performance

Low costs associated with the transfer of information .

Provides quick response to changes .

Delegates responsibility to line workers .

It is a simple technique not involving computers so its cost is low.

Lead times are reduced.

Eliminates overproduction & also reduces waste and scrap.

It is less suited to industries where mix and volumes fluctuate because the Kanban assumes stable repetitive production plans.

Kanban in itself doesn't eliminate variability, so unpredictable and lengthy down times could disrupt the system; poor quality in terms of scrap and rework also affect its good functioning.

A breakdown in the Kanban system can result in the entire line shutting down.

It is less effective in shared-resource situations.

Kanban system is pull system, realizing JIT concept

Kanban is a tool to communicate and control between stages

Kanban system is not a panacea for all industrial problems:

1) It’s applicable to a repetitive manufacturing environments2)The Kanban system, by itself, is not crucial for improving manufacturing performance

Thank You…