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Kanban Test
What is Kanban? <ul><li>Tool  for managing and visually controlling work flow </li></ul><ul><li>Signal represented by a ca...
Kanban Steps <ul><li>Create standard list of required processes </li></ul><ul><li>Establish Minimum/Maximum levels </li></...
Continuous Flow <ul><li>Replenish when ‘pulled’ </li></ul><ul><li>JIT – Internal/External customers receive work when need...
In-Process Supermarkets <ul><li>Minimize disruptions & maintain flow </li></ul><ul><li>Physical device (cabinet) that stor...
Supermarket Benefits <ul><li>Reduces overproduction upstream </li></ul><ul><li>Reduces queue times </li></ul><ul><li>Reduc...
FIFO Lanes <ul><li>First In, First Out Lanes </li></ul><ul><li>Ensures the oldest work is the first to be processed </li><...
FIFO Attributes <ul><li>Located between two processes </li></ul><ul><li>Have a maximum amount of cases </li></ul><ul><li>A...
Establishing Signals <ul><li>Indicate when FIFO lane is full </li></ul><ul><li>Ensure effective notification to upstream p...
FIFO Benefits <ul><li>Lead time reduction </li></ul><ul><li>Queue time reduction </li></ul><ul><li>Hand-off reduction </li...
Capture Customer Demand <ul><li>Brainstorm a list of common processes (or the value stream) </li></ul><ul><li>Establish Cu...
File Kanban System <ul><li>Visually triggers how many cases must flow, where, and when </li></ul><ul><li>Create the founda...
System Folder <ul><li>Keeper of all pertinent information about the process </li></ul><ul><li>Centralizes all process info...
Process Master Document <ul><li>List of the various processes for a value stream </li></ul><ul><li>Creating the Process Ma...
Prioritize and Classify <ul><li>Classify as Critical, Non-Critical, or Reference </li></ul><ul><li>Prioritize as 1, 2, or ...
Identify Process Owners <ul><li>Identify individual owner for each process </li></ul><ul><li>By experience or known to com...
Determine Color Codes <ul><li>Easier to manage the system </li></ul><ul><li>Update Process Master document </li></ul><ul><...
Create Flowcharts <ul><li>List step-by-step tasks </li></ul><ul><li>Team decides how to document the process </li></ul><ul...
Validate the Process(es) <ul><li>Validate all processes prior to training people to use them </li></ul><ul><li>Various tea...
Train to the Validated Process <ul><li>Capture real time process changes while work is being performed </li></ul><ul><li>A...
Outside of System Folder <ul><li>Display folder priority rating and status of the folder on outside of the folder </li></u...
Continuous Flow  <ul><li>Ensuring that customers (internal/external) receive the right work, at the right time, in the rig...
Questions for Continuous Flow <ul><li>What level of flow do you need?  - One case at a time  - Small lots of cases </li></...
Push Systems <ul><li>One process pushes work to the next process, whether or not they are ready to process that work </li>...
Pull = Move One, Process One <ul><li>Just-In-Time production is at the heart of the Lean Office </li></ul><ul><li>What doe...
Do you Push or Pull? Supervisor Scheduled Work Push Pull Supplier Customer Supplier “ Make” Signal “ Make” Signal “ Make” ...
Advantages of Pull and Flow <ul><li>Shorter lead time </li></ul><ul><li>Reduction of Work-In-Process </li></ul><ul><li>Red...
Control the Flow of Work <ul><li>Supermarket storage area… No! </li></ul><ul><li>Replenish only what has been used </li></...
In-Process Supermarkets <ul><li>Used when there are obstacles to continuous flow… when cycle time variations exist </li></...
Kanban – Visual Control <ul><li>Created to manage the flow of work units in and out of supermarkets/work areas </li></ul><...
Simple Kanban Example <ul><li>Simple instructions on index cards </li></ul><ul><li>Left side – Jobs assigned… ‘Brush teeth...
FIFO – First In, First Out <ul><li>Every job processed in the order that it enters the process </li></ul><ul><li>Oldest wo...
FIFO Lanes <ul><li>Holds a designated amount of work between two processes </li></ul><ul><li>Is sequentially loaded (by da...
Sample Process FIFO Lane & Supermarket Kanban In Box Out Box Pending Colored Folders DRET Short-Term Long-Term Hi-Levels F...
Line Balancing <ul><li>Determine the optimal distribution of work to meet Takt Time </li></ul><ul><li>Optimizes the utiliz...
Takt Time <ul><li>Customer Demand Rate divided by Time Available </li></ul><ul><li>Number of Cases per Month received divi...
Standardized Work <ul><li>An agreed-upon set of work procedures that establishes the best method and sequence for each pro...
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Kanban test

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Kanban test

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

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