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1、 Improvement Initiatives(used with permission of author)The Lean EnterpriseThe Lean EnterpriseLean FoundationsLean FoundationsContinuous Improvement TrainingContinuous Improvement TrainingKanban Types and Operating SystemsKanban Types and Operating S Improvement Initiatives(used with permission of a

2、uthor)KanbanWhat is Kanban?Card system that controls production&inventory Visual pull system vs.a“black box”push system(MRP) Improvement Initiatives(used with permission of author)Categories of KanbanInstructionWithdrawalKanbanProduction Kanban(non lot production)Triangle Kanban (for lot production)

3、Interprocess KanbanSupplier K Improvement Initiatives(used with permission of author)Types of Kanbans&S Improvement Initiatives(used with permission of author)What did a Milk Man do?What did a Bread Man do?Milkman vs.B Improvement Initiatives(used with permission of author)Real Life Kanban MilkmanRe

4、plenish What Was Consumed.Take Empties Back To FactoryReplenish EmptiesDeliver Only Whats Needed Delivery Milk To HouseConstant Time Improvement Initiatives(used with permission of author)Breadman Replenishment Replenishment SignalsEmpty Rack Inventoried DailyKanban Card Attached At Reorder PointMRP

5、 ReportReplenishment OptionsConstant Quantity or Constant TimeFlow through RackMaterial WarehouseWithdrawal Kanban Rack At Preceding ProcessOutside StoresProduction Ordering ReplenishmentSupplier ReplenishmentPoint Of UseTransmitted Signal(Filled From Finished Goods) Improvement Initiatives(used wit

6、h permission of author)Maturity PathStockroomPick List/MRPKittingCentralized BreadmanP.O.U.Two Bin Warehouse Two Bin Line SideIntegrated SupplyInventory Turn GoalsOne To TwoOnce A MonthTwice A MonthOnce A Week Replenishment SignalsEmpty BinKanban Card Attached To BinVisual Lines On FloorMRP ReportRe

7、plenishment OptionsConstant Quantity Or Constant TimeMaterial WarehouseStockroomSupplier Vendor Managed InventoryPoint Of Use At Line or StockroomTransmitted Signal EDIProduction Ordering ReplenishmentSupplier ReplenishmentTWO-BIN S Improvement Initiatives(used with permission of author)The Conveyan

8、ce is the designated path or standard work that a water spider(material handler)takes to replenish the shelves.Conveyance or Milk Run Route:Pitch:Refers to the time relating to the cycle the“water spider”has to replenish the stock.Pitch is a lean concept and is calculated by multiplying cycle time b

9、y pack quantity(the number of products per container transferred to finished goods from the work cell).D Improvement Initiatives(used with permission of author)XXXXXXFlow of workFlow of informationSimple Common KanbanKanban S Improvement Initiatives(used with permission of author)Rack A1 12 23 34 4A

10、 AB BC CPart 1232Battery ClipLocation A-1-A5 5Kanban Shelving&Labeling S Improvement Initiatives(used with permission of author)WWe el ld d KKa an nb ba an nBread ManBread Man1 Week supply1 Week supplyMilk Man2 days supplyBased on current Mix1 day to 1 day to paintpaintSteps:1.Final assy pulls from

11、paint kanban.2.Paint pulls from Weld kanban3.Welder replenishes weld empties,pulls from S/M Kanban 4.Paint replenishes paint kanban daily and puts finished units back in Paint Kanban5.Sheet metal replenishes S/M Kanban once a weekSheet Metal Sheet Metal KanbanKanbanWeldWeldFinal AssyFinal AssySheet

12、Sheet MetalMetalPaintPaintKanban No C Improvement Initiatives(used with permission of author)Supplier Kanban With CardsLean Materials Strategy Will Maximize Inventory Lean Materials Strategy Will Maximize Inventory Turns Through Supplier Managed InventoriesTurns Through Supplier Managed InventoriesM

13、aterial SupermarketSIPLACE 80SSMT MachinesWithdrawal Kanban PostMaterialWithdrawal Kanban CardSupplier delivers Material with Kanban cards from yesterday attached and picks up todays Kanban cardsMaterial Handler(Water Spider)delivers material to Improvement Initiatives(used with permission of author

14、)Triangle KanbanEstablished for internal lot-processing or batch worksitesFor processes that have lengthy set-up timesProduction time is at a faster pace than that required in the following processThis type of Kanban has a signaling device built in to prepare for change Improvement Initiatives(used

15、with permission of author)Visual ManagementKanban used for batchesMold PartDescriptionLocationDateLot SizeTrigger PointTool#P Improvement Initiatives(used with permission of author)Part DescriptionPart NumberLocation parts will be consumed(customer)Area defining lot size and time allotted for runAre

16、a defines when product needs to be rescheduled for productionDefines which equipment product is dedicated to run onDate is hand written by consuming area when pulledWhat tool is used to produce this productTriangle Grid D Improvement Initiatives(used with permission of author) Improvement Initiative

17、s(used with permission of author)Weld Cell#1AssemblyCellWeld Cell#2Triangle Kanbans at W Improvement Initiatives(used with permission of author)Took 12 years to flow down kanban within ToyotaIt then took:8 years to have 60%of first tier suppliers on kanban20 years to get 98%of first tier suppliers o

18、n kanbanOnly approximately 50%of Toyota suppliers are using kanban systems internally todayToyota Kanban T Improvement Initiatives(used with permission of author)Keep it simpleDevelop strategy in phases toward P.O.U.Utilize stockroom and warehouse on floorThen Eliminate stockroomThen Eliminate wareh

19、ouseHave supplier continue to play larger roleMake it very visual.Should not have to count:Label shelves and boxesUse water levelsTaped/sealed boxesColor codes,Bar CodesEgg carton approach,mistake proof systemContinue to reduce quantity and increase replenishment frequency.Kanbans are inventory(evil

20、)and need to be constantly minimized or eliminatedAs you move from Kanbans to Job Order(MTO)replenishment-upstream processes must adapt.(sets to job order decreases lot sizes i.e.sheet metal)Implementation Improvement Initiatives(used with permission of author)Questions?Discussion? Improvement Initiatives(used with permission of author)The Lean EnterpriseThe Lean EnterpriseLean FoundationsLean FoundationsContinuous Improvement TrainingContinuous Improvement TrainingKanban Types and Operating SystemsKanban Types and Operating S