Kanban test
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Kanban test Presentation Transcript

  • 1. Kanban Test
  • 2. What is Kanban?
    • Tool for managing and visually controlling work flow
    • Signal represented by a card, color, or other visual device
    • Common Kanban systems - Grocery Store - Office Supplies - Process Work
  • 3. Kanban Steps
    • Create standard list of required processes
    • Establish Minimum/Maximum levels
    • Establish usage/processing levels
    • Establish process for non-standard cases
  • 4. Continuous Flow
    • Replenish when ‘pulled’
    • JIT – Internal/External customers receive work when needed (Just-in-time)
    • Eliminate queues, transport time, waiting, and motion wastes
    • Use ‘In-process Supermarkets’ or FIFO Lanes to design effective and efficient work flows
  • 5. In-Process Supermarkets
    • Minimize disruptions & maintain flow
    • Physical device (cabinet) that stores certain quantity of WIP
    • Work gets ‘pulled’ downstream when ready
    • Identifies work to occur in upstream process when it is required by downstream process
  • 6. Supermarket Benefits
    • Reduces overproduction upstream
    • Reduces queue times
    • Reduces number of hand-offs
    • Increases throughput
    • Reduces stress
    • Improves employee morale & job satisfaction
  • 7. FIFO Lanes
    • First In, First Out Lanes
    • Ensures the oldest work is the first to be processed
    • Establish standard time units for processes
    • FIFO lanes ensure smooth work flow between processes
  • 8. FIFO Attributes
    • Located between two processes
    • Have a maximum amount of cases
    • Are sequentially loaded
    • Warns upstream personnel when lanes are full
    • Have visual standards to ensure FIFO
    • Have processes for assisting downstream processes when lanes are full
  • 9. Establishing Signals
    • Indicate when FIFO lane is full
    • Ensure effective notification to upstream process to stop producing
    • Upstream staff lend support downstream until work is caught up
    • Eliminate overproduction waste
  • 10. FIFO Benefits
    • Lead time reduction
    • Queue time reduction
    • Hand-off reduction
    • Maximize throughput
    • Stress reduction
    • Increased morale and job satisfaction
  • 11. Capture Customer Demand
    • Brainstorm a list of common processes (or the value stream)
    • Establish Customer Demand
    • Calculate Takt Time
    • Create Case Tagging Worksheet - Initiate at most upstream process - Collect Step, Name, Date/Time In & Out, and Task/Activity
    • Glean Delay/Queue Time, VA/NVA Time
    • Develop Standard Work Chart & Train staff
  • 12. File Kanban System
    • Visually triggers how many cases must flow, where, and when
    • Create the foundation for efficient and accurate paper flow
    • Consider how to use these principles in our Workflow database
    • Three Folders: System, Process, & Reference
  • 13. System Folder
    • Keeper of all pertinent information about the process
    • Centralizes all process information
    • Visual aid for document control
    • Predictable output information
    • Process knowledge owned by the organization
    • Contains: Process Master Document, Process Review Schedule, Training Matrix
  • 14. Process Master Document
    • List of the various processes for a value stream
    • Creating the Process Master: 1. Prioritize and classify the processes 2. Identify Process Owners 3. Determine Color Codes 4. Create flowcharts 5. Validate the processes 6. Train to the validated processes
  • 15. Prioritize and Classify
    • Classify as Critical, Non-Critical, or Reference
    • Prioritize as 1, 2, or 3
    • Update Process Master document
  • 16. Identify Process Owners
    • Identify individual owner for each process
    • By experience or known to complete efficiently and effectively
    • Process Owner responsibilities: - Create process flow chart - Conduct training for that process - Ensure process review - Notify manager of required updates - Update process folders
  • 17. Determine Color Codes
    • Easier to manage the system
    • Update Process Master document
    • Place color code legend on front cover
  • 18. Create Flowcharts
    • List step-by-step tasks
    • Team decides how to document the process
    • Establish a review schedule
    • Review critical process
  • 19. Validate the Process(es)
    • Validate all processes prior to training people to use them
    • Various team members review each process
    • Document required changes
    • Manager review and approve
    • Lean Office requires continual review and update
  • 20. Train to the Validated Process
    • Capture real time process changes while work is being performed
    • Attendance-Based training – For minor process changes
    • Competency-Based training – For significant or critical process changes - Includes skill assessment
    • Update Process Master document once training is complete
  • 21. Outside of System Folder
    • Display folder priority rating and status of the folder on outside of the folder
    • Indicates the time-sensitive nature of the folder contents
  • 22. Continuous Flow
    • Ensuring that customers (internal/external) receive the right work, at the right time, in the right quantity
    • Develop a continuous flow point of view
    • Decide how to control the flow of work
    • Perform line balancing
    • Implement Standard Work for all processes
  • 23. Questions for Continuous Flow
    • What level of flow do you need? - One case at a time - Small lots of cases
    • How will you control upstream work?
    • Will you use Kanban?
    • Will you apply FIFO?
    • How will you move the work?
  • 24. Push Systems
    • One process pushes work to the next process, whether or not they are ready to process that work
    • Uncontrolled inventory of work between each process step
    • Longer turnaround times
    • Inefficient use of resources
  • 25. Pull = Move One, Process One
    • Just-In-Time production is at the heart of the Lean Office
    • What does the downstream (next) process need?... When?... How much?
    • Perform only the work that is needed at the moment… no more, no less
    • Prioritize the needs of the entire process, not just the efficiency and needs of a single operation
    • Requires flexibility, takt time, pitch, and buffer resources
  • 26. Do you Push or Pull? Supervisor Scheduled Work Push Pull Supplier Customer Supplier “ Make” Signal “ Make” Signal “ Make” Signal Supervisor Customer Scheduled Work Customer Demand
  • 27. Advantages of Pull and Flow
    • Shorter lead time
    • Reduction of Work-In-Process
    • Reduction of queue times
    • Ability to identify and fix problems earlier
    • Reduction of paper handling/hand-offs
    • Flexibility in meeting customer demand
    • Less worker frustration
  • 28. Control the Flow of Work
    • Supermarket storage area… No!
    • Replenish only what has been used
    • How much to keep on the shelves
    • Understand what is required downstream
    • Organize upstream work to support
    • Supermarket (when continuous flow not possible)
    • FIFO (First In, First Out) method
    • Kanban = Reorder or replenish signal
  • 29. In-Process Supermarkets
    • Used when there are obstacles to continuous flow… when cycle time variations exist
    • Best alternative to scheduling upstream processes
    • Need for supermarkets decrease as flow is improved
    • Continue to work towards ideal state
  • 30. Kanban – Visual Control
    • Created to manage the flow of work units in and out of supermarkets/work areas
    • Deliver required amount of work when needed
    • Encourages ‘Pull’, almost forces cooperation
    • Visual control using colors, folders, cards, etc. for the movement of work units
    • Used to signal actions or events and the details of the action or event
    • Allows queue time reduction of 50% or more
  • 31. Simple Kanban Example
    • Simple instructions on index cards
    • Left side – Jobs assigned… ‘Brush teeth’, ‘Get dressed’
    • Right side – Jobs completed
    • Instant visual cue to know how much work is in what state
    • Provides work order & sense of accomplishment
    • No need for ‘Hi-Tech’
  • 32. FIFO – First In, First Out
    • Every job processed in the order that it enters the process
    • Oldest work (first in) is the first to be processed (first out)
    • Can be used in conjunction with in-process Supermarkets
    • When FIFO lane is full, a visual indicator tells upstream workers to lend a hand to the downstream workers until flow is restored
  • 33. FIFO Lanes
    • Holds a designated amount of work between two processes
    • Is sequentially loaded (by date, FIFO)
    • Uses a signal to indicate the lane is full, notifies upstream to stop loading
    • Requires rules and procedures for up and downstream operations
    • Requires discipline by workforce to ensure FIFO integrity
  • 34. Sample Process FIFO Lane & Supermarket Kanban In Box Out Box Pending Colored Folders DRET Short-Term Long-Term Hi-Levels Folder Worksheet Runner In front of each process: Case Tracking, QC, Med Board, etc. At everyone’s cubicle CT QC CA RE Case Tracking Quality Control Calculation Analyst Re-exam Types of cases Moves files every Takt Time, Matches Type of Case & Process to Worker, Watches for Flow problems Types of Cases Data Data Data Data
  • 35. Line Balancing
    • Determine the optimal distribution of work to meet Takt Time
    • Optimizes the utilization of personnel
    • No one worker is doing too much or too little
    • Ensures that Customer demand is met but with Continuous Flow mentality
    • Shows improvement opportunities by displaying the times of work processes in relation to entire value stream and takt time
  • 36. Takt Time
    • Customer Demand Rate divided by Time Available
    • Number of Cases per Month received divided by 172 hours per month = Takt Time
    • Takt Time For Disability (based on historical data): Heavy Month = 265 cases; TT = 1.5 cases per hour or 1 case every 39 minutes Average Month = 202 cases; TT = 1.2 cases per hour or 1 case every 51 minutes Slow Month = 114 cases; TT = 0.7 cases per hour or 1 case every 90 minutes
    • We need to process about 12-15 cases per day over the short term
  • 37. Standardized Work
    • An agreed-upon set of work procedures that establishes the best method and sequence for each process
    • Keep variables constant so that outcome is predictable
    • Provides the best, easiest, safest, & fastest way to perform work
    • Minimizes variation, maintains quality, eases training, helps us to meet customer demand