Transcript INTRODUCTION OF KANBAN

KANBAN
Group 10
Mohamad Izzudin B Abdul Hamid
Mohd Khuzaimi B Mohd Salleh
Mohammad Ikmal B Mohamed
B050810048
B050810002
B050810223
INTRODUCTION OF KANBAN
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Kanban is a Japanese word for card that means
“singboard” or “signal”.
The card is an authorization for the next
container of material to be produced.
It is a scheduling system that helps to determine
what to produce, when to produce it, and how
much to produce.
Many different sorts of signals are used, but the
system is still called kanban.
MORE KANBAN
 When
the producer and supplier are not in
visual contact, a card can be used.
 When
in visual contact, a light or flag or
empty spot on the floor may be adequate.
 Kanban
is a simple, effective and visual
system of managing and ensuring the
product flow.
 Maintain
discipline of pull production.
CONCEPT OF KANBAN SYSTEM
Kanban scheduling
systems operate
like supermarket.
 A small stock of
every items sits in a
dedicated, location
with a fixed space
allocation.
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KANBAN SYSTEM
 The
factory principle is applied to a
machining and assembly operation.
• 100 stem-bolts on a pallet.
• Bolts used and pallet is empty.
• Then, a person will takes a card that was attached to the
pallet and sends it to the stem-bolt manufacturing area
Producer
• Receive card (new pallet of stem-bolts is not made until a
card is received).
Manufacturing • Pallet of stem-bolts is then manufactured.
area
• Pallet refilled and sent back to the widget assembler.
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A more realistic example would probably involve at least
two pallets.
The widget assembler would start working from the
second pallet while new stem-bolts were being made to
refill the first pallet.
KANBAN’S NUMBER
EXAMPLE
A production manager is working in a cellular
manufacturing system for an automobile parts.
He has to process an average of 250 parts per
hour in the cell. The capacity of each container is
30 parts and one kanban is attached to all the
containers. The time to receive new parts from
the previous workstation is 25 minutes. Factory
maintains a safety stock factor of 15%.
Determine the kanban needed for the plant.
SOLUTION
D = 250 parts per hour
L = 25 minutes = 25/60 = 0.4167 hour
SS = (0.15)(250)(0.4167) = 15.6
C = 30 parts
No. of Kanban, N = DL + SS
C
= (250 x 0.4167) + 15.6
30
= 3.993 ≈ 4
7 STEP TO IMPLEMENTING KANBAN
1)
2)
3)
4)
5)
6)
7)
Conduct Data Collection
Calculate The Kanban Size
Design The Kanban
Train Everyone
Start The Kanban
Audit and Maintain The Kanban
Improve The Kanban
STEP 1: CONDUCT DATA COLLECTION
Collect the data necessary to characterize the
production process.
 This data will allow you to calculate the kanban
quantity.
 Data collect:
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The number of parts produced
 Changeover times
 Downtime
 Scrap Levels
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STEP 2: CALCULATE THE KANBAN SIZE
 Calculate
the kanban container size based
on current conditions, not based on future
plans or desire.
 The initial calculations will utilize the
data collections to calculate a
replenishment interval.
 Replenishment interval = establish the
order quantities
STEP 3: DESIGN THE KANBAN
 Develop
a design to support production
requirements based on current conditions.
 To create design of kanban:
Select the signaling mechanism for the kanban
 Develop the rules for operation of the kanban
 Create a visual management plan for the
kanban
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 Finish
the design step, pick a start date,
build a plan to support this date and
monitor the plan for progress toward
hitting this date.
THE KANBAN RULES
1)
2)
3)
4)
5)
6)
Each container must have a card.
Assembly always withdraws from fabrication
(pull system).
Containers cannot be moved without a Kanban
card.
Containers should contain the same number of
parts.
Only good parts are passed along.
Production should not exceed authorization.
STEP 4: TRAIN EVERYONE
 Before
starting kanban, train everyone on
how the system will work and on their
role in the process.
 Develop a simple presentation to explain
the process and the visual signals.
 Keep the training focused on operating
the kanban.
STEP 5: START THE KANBAN
Before implement kanban,
make
sure
all
visual
management piece in place.
 Having the signals set up,
control points marked, and the
rules
completed
and
coordinated before start.
 During the deployment stage,
develop a scheduling transition
plan and determine the exact
point for the change and the
amount of inventory required
to make the change.
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STEP 6: AUDIT AND MAINTAIN THE
KANBAN
 Auditing
is the step that
usually gets overlooked in most
failed start-ups(identify who
will audit).
 The auditor will be watching
how the scheduling signals are
handled.
 Taking action prevents the
kanban from being pronounced
a failure by the operators.
 The auditor will also look at
future requirements to make
sure the kanban quantities
meet expected demand.
STEP 7: IMPROVE THE KANBAN
 Improve
the kanban to
reduce
inventory
quantities.
 Reduce
the quantities
based on improvements
made to the production
process.
TYPES OF KANBAN
Production
Kanban
Type of kanbans
Withdrawal
(Conveyance)
Kanban
Withdrawal (Conveyance)
Kanban
 Specifies
the kind and quantity of product
which a manufacturing process should
withdraw from a preceding process.
 Function
Pass the authorization for the movement of
parts from one stage to another.
 Once it gets the parts from the preceding process
and moves them to the next process, remaining
with the parts until the last part has been
consumed by the next process.
 The withdrawal Kanban then travels back to the
preceding process to get parts thus creating the
cycle.

number
of
container
released
part
number
part
name
container
capacity
lot size
A
withdrawal
Kanban
usually
carries
location
of the
preceding
process
routing
process
name of
the
preceding
process
location
of the
next
process
name of
the next
process
Example of Withdrawal Kanban
Production Kanban
Specifies the kind and quantity of the product
which the preceding process must produce.
 Function- release an order to the preceding stage
to build the lot size indicated on the card.
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Part
number
Raw materials
other part
types used in
manufacturin
g at the work
center
A production
Kanban
usually
carries
information
Preceding
work center
number
Containe
r
capacity
Example of Production Kanban
KANBAN BENEFITS
1
• Reduces Inventory
2
• Improves Flow
3
• Prevent Overproduction
4
5
6
7
• Improves Responsiveness to Change in Demand
• Reduce Waste and Scrap
• Provide Flexibility in Production
• Increases Output
Reduce Inventory
Kanban will reduce inventory, by 25 to 75%.
 Saves in terms of rent, electricity, and storage space.
 All of the space freed by the implementation of a
kanban system can be used for future expansions or
new opportunities.
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Improves Flow
The speed of moving from one task to another is
significantly reduced by the creation of clearly
marked flow lanes, kanban cards, and clearly
marked labels
 Moving material provide the guidance needed to
improve the flow.
 No queue product.
 Eliminate waiting time.
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Prevent Overproduction
Because parts are only created at the visual signal
by the kanban label (link), inventory is much less
likely to be overproduced. Resulting in significant
savings in the holding of stock
 Overproduction is mother of waste(space, cost,
expired product, labor cost & etc.)
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Improves Responsiveness to
Changes in Demand
Unlike a predictive system, kanban immediately
reacts to the environment.
 The signal stops production when demand decreases,
and when orders begin to increase, the inventory
levels will signal the production to begin again.
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Reduces Waste and Scrap
Products and components are only manufactured when
they are needed.
 Kanban eliminates overproduction.
 Raw materials are not delivered until they are
needed, reducing waste and cutting storage costs.
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Provides Flexibility in
Production
If sudden drop in demand of product occurs,
Kanban ensures production not stuck with excess
inventory.
 This gives the flexibility to rapidly respond to a
changing demand.
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Increases Output
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Kanban reduces wait times by making supplies
more accessible and breaking down administrative
barriers. This results in an increase in production
using the same resources.
CONCLUSION
Kanban is faster, more efficient, and saves
significant money over most other production
models.
 A kanban system is also far more directly
responsive to customer demand.
 Kanban is a system that visually indicates when
production should start and stop.
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KANBAN END