Anda di halaman 1dari 12

Kanban Systems

Introduction:
A Kan-ban is a card containing all the information required to be done on a product
at each stage along its path to completion and which parts are needed at subsequent
processes.
These cards are used to control work-in-progress (W.I.P.), production, and inventory
flow. A Kan-ban System allows a company to use Just-In-Time (J.I.T) Production
and Ordering Systems that allow them to minimize their inventories while still satisfying
customer demands.
A Kan-ban System consists of a set of these cards, with one being allocated for
each part being manufactured, that travel between preceding and subsequent
processes.

Kanban System

The Kanban System was developed (more than 20 years ago), by Mr. Taiichi Ohno,
a vice president of Toyota, to achieve objectives that include [4]:
1. Reducing costs by eliminating waste/scrap
2. Try to create work sites that can respond to changes quickly
3. Facilitate the methods of achieving and assuring quality control
4. Design work sites according to human dignity, mutual trust and support, and
allowing workers to reach their maximum potential.
Why Kanban?
Kanban is Lean and has been around for 50 years and has shown to be successful.
Things are seen as a flow without iterations. Not many rules. It's just a focus on
reducing work in progress, strict prioritization and limiting demand after capacity.
Besides that you have the normal Lean principles of:

Quality
Just-in-time (decisions and facts just when they are needed)
Short lead-time (quickly from concept to cash),
Kaizen (continuous improvement)
Minimizing waste (everything that is not adding value to the customer)
No meetings if it's not adding value to the customer. Most of those things are fine
with Scrum but I can sometimes think Scrum has some waste. Here I will mention
some areas where Scrum practices might be waste.

Estimations might be waste


If a product owner knows what needs to be done and the only goal is to have it
done as soon as possible, why spend time on estimating? In Scrum, estimations are
needed for a team to know how much to commit, to calculate velocity and for the
product owner to decide on prioritization. If none of this is needed, its waste and we
shouldn't do it. If you like to measure velocity you can instead count the number of
stories done per week or month. While talking about measurement why not the
customers look at something are interested in, lead-time. That is, the time it takes
for the customer to get what he or she ordered.

Constant flow
If the team is done with a story and there is not enough time left in the sprint to
complete the next, it's likely no one works hard the remaining time and that's waste.
Kanban is trying to get a steady and non-stressed but high flow of work running
through development.

Sitting with people that can help you


In Scrum a team is cross-functional and sits together with the people working with
the same project and not with the ones with the same knowledge. Let's say you work
with sound effects for a computer game. Then it's not much help to have a javaprogrammer beside you. It would be more valuable to sit with people doing the same
things as you do who can help you with tools and practices.

No possibility to commit
In Scrum, the team commits which does not work very well for a team with support
issues. They get a lot of disturbance and commitment is not worth

Kanban for support and operation teams


Support and operation teams are often interrupted. It's part of their job. Frustration
comes when interruptions are happening just because there were no time for preemptive work. Just by having the pre-emptive work on the board gives focus to fix
the hardest problems one-by-one, which gives less interruptions and more time to
work pre-emptively. It becomes a good circle.
A Kanban board for an operation team can look like this:

Most important are the urgent problems that arise. Secondly, daily duties must be
done. Then the team members can take care of other projects, usually to improve
stability in the operation environment. The limitation on the number of parallel tasks
gives focus to be done working on improvements, not just starting them.

Many options gives freedom


Kanban is simple with few constraints, which gives you freedom to change your
process step by step. Either you go from waterfall or chaos, your first step is to
visualize and limit your flow with a Kanban board. When you have your flow
visualized you add whatever work is needed to thrill your customers. Your
improvements might be decided during a monthly retrospective meeting or on a daily
meeting.
Six Rules for an Effective Kanban System
To ensure a proper setup of Kanban in the workplace, Toyota has provided us with
six rules for an effective Kanban system:
1. Customer (downstream) processes withdraw items in the precise amounts
specified by the Kanban.
2. Supplier (upstream) produces items in the precise amounts and sequences
specified by the Kanban.
3. No items are made or moved without a Kanban.
4. A Kanban should accompany each item, every time.
5. Defects and incorrect amounts are never sent to the next downstream process.
6. The number of Kanbans is reduced carefully to lower inventories and to reveal
problems
1. Kanban cards system
Kanban cards are a key component of kanban and they signal the need to move
materials within a production facility or to move materials from an outside supplier into
the production facility. The kanban card is, in effect, a message that signals depletion
of product, parts, or inventory. When received, the kanban triggers replenishment of
that product, part, or inventory. Consumption, therefore, drives demand for more
production, and the kanban card signals demand for more productso kanban cards
help create a demand-driven system.

Kanban cards, in keeping with the principles of kanban, simply convey the need for
more materials. A red card lying in an empty parts cart conveys that more parts are
needed. Different types of kanban cards are:
The two most common types of Kan-bans used today are:
1. Withdrawal (Conveyance) Kan-ban
2. Production Kan-ban
Withdrawal (Conveyance) Kan-ban
The main function of a withdrawal Kan-ban is to 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.
A withdrawal Kanban usually carries the following information:
1. Part number
2. Part name
3. Lot size
4. Routing process
5. Name of the next process
6. Location of the next process
7. Name of the preceding process
8. Location of the preceding process
9. Container type

10. Container capacity


11. Number of containers released
The withdrawal Kan-ban layout can be designed many ways in order to display this
information.
Production Kanban
The primary function of the production Kan-ban is to release an order to the
preceding stage to build the lot size indicated on the card.
The production Kan-ban card should have the following information:
1. Materials required as inputs at the preceding stage
2. Parts required as inputs at the preceding stage
3. Information stated on withdrawals Kan-ban

Another types of Kanbans are


Supplier Kanban
1. Same as an inter-process Kanban, except it signals conveyance of part from an
outside supplier

Express Kanbans
Express kanban come into play when unexpected shortages of parts occur, to signal
the need for more of a particular part so that the manufacturing process does not
slow down. These are also sometimes known as signal kanban. Essentially, they are
used to trigger purchases.

Through-Kanban
Through kanban are a combination of withdrawal and production kanban, and are used
when the two work centers for these kanban are located side-by-side, in order to
speed up production. For instance, if the storage area for components is right next to
the place where the product is assembled, having a single kanban to pull the parts
and run them through the production process saves time.
Common-Kanban
1Where a withdrawal kanban is used as a production ordering kanban if the distance
between two processes is very short and share the same supervisor.
Emergency-Kanban
Emergency kanban are used to replace defective parts or to signal a sudden change
in the amount of product that needs to be produced. Unlike express kanban,
emergency kanban are used when a part does not work like it is supposed to or
when the conditions of production change; express kanban, on the other hand, are
used to keep the original production conditions running smoothly.

2. Three-bin kanban system


An example of a simple kanban system implementation is a "three-bin system" for
the supplied parts, where there is no in-house manufacturing. One bin is on the
factory floor (the initial demand point), one bin is in the factory store (the inventory
control point), and one bin is at the supplier. The bins usually have a removable
card containing the product details and other relevant informationthe classic kanban
card.
When the bin on the factory floor is empty (because the parts in it were used up in
a manufacturing process), the empty bin and its kanban card are returned to the
factory store (the inventory control point). The factory store replaces the empty bin
on the factory floor with the full bin from the factory store, which also contains a
kanban card. The factory store sends the empty bin with its kanban card to the
supplier. The supplier's full product bin, with its kanban card, is delivered to the
factory store; the supplier keeps the empty bin. This is the final step in the process.
Thus, the process never runs out of productand could be described as a closed
loop, in that it provides the exact amount required, with only one spare bin so there
is never oversupply. This 'spare' bin allows for uncertainties in supply, use, and
transport in the inventory system. A good kanban system calculates just enough
kanban cards for each product. Most factories that use kanban use the colored board
system.
3. CONWIP Kanban System
Constant work in progress (CONWIP) is another type of Kanban, in this system
rather than having Kanban cards or containers the authority to produce is usually an
empty production location on the shop floor.
This system usually works to a schedule, but the earlier process produces only when
there is an empty location for it to fill, either a defined space on the floor that has
been emptied by a subsequent process or an empty shelf or container.
In this way
production is pulled in the order required by the customer through the factory.
This method is much more applicable in higher variety environments and will give far
lower levels of inventory that using Kanban cards and bins. The lead times for this
system are generally higher than those for the other alternatives as the others
normally have finished or almost finished product that can be delivered almost

immediately to the customer. The CONWIP system requiring the batch to be processed
through the entire factory.
However in my experience the CONWIP system still dramatically reduces lead times if
you apply the other principles of JIT such as set up reduction through SMED and
batch size reduction. Limiting the sizes of batches to be passed between processes
you gain significant savings.
4. Time Based Kanban
The Kanbans discussed above are very much based upon usage therefore quantity,
however we often have use a hybrid timed version of Kanban with some of our
suppliers, normally suppliers of fasteners and the like. In this version the supplier
visits on a regular basis to replenish whatever products have been used. The levels
of stock being decided by likely maximum usage between visits.
Typically these are multiple bin type systems but with the bins topped up at regular
intervals by the supplier. They often have multiple locations within your facility and
your operators will just help themselves to full bins after returning the empties for
replenishment.
The less often the supplier visits to replenish the larger levels of stock that you need
to hold. You also have to trust the supplier with regards to their honesty in informing
you what has actually been used.

How Kanban works


There are many flavors, but the core of Kanban means:
Visualize the workflow
Split the work into pieces, write each item on a card and put on the
wall.
Use named columns to illustrate where each item is in the workflow.
Limit WIP (work in progress) assign explicit limits to how many items may
be in progress at each workflow state.

Measure the lead time (average time to complete one item, sometimes called
cycle time), optimize the process to make lead time as small and predictable
as possible.
This is a direct implementation of a lean pull scheduling system.

Some commonly observed benefits are:


Bottlenecks become clearly visible in real-time. This leads people to collaborate
to optimize the whole value chain rather than just their part.
Useful for situations where operations and support teams have a high rate of
uncertainty and variability.
Tends to naturally spread throughout the organization to other departments such
as HR and sales, thereby increasing visibility of everything that is going on at
the company.

Reduce Inventory
Kanban will reduce inventory, on average, by 25 to 75%. This saves any
company significantly in terms of rent, electricity, and storage space.
In addition, all of the space freed by the implementation of a kanban system
can be used for future expansions or new opportunities
Improve work flow
The visually organized environment ensures all parts are easily found and
continually stocked.
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.
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.
Improves responsiveness to changes in demand
Unlike a predictive system, kanban immediately reacts to the environment. By
responding to clearly and easily read kanban cards the lag time between a
shift in demand and a shift in production is almost non-existent.
Minimize risk of obsolete inventory, because inventory is only created as it is
needed.

Preference:
1. https://en.wikipedia.org/wiki/Kanban
2. Www.Slideshare.com
3. http://www.lean-manufacturing-junction.com/kanban.html
4. http://leanman.hubpages.com/hub/Kanban-Cards#
5. http://www.ehow.com/list_7462251_types-kanban-cards.html

Anda mungkin juga menyukai