The document discusses the implementation of a Kanban system in a cutting department. It begins by defining Kanban and explaining that it is a pull system used for demand scheduling and production leveling. It then outlines the 7 steps to implement Kanban: collect data, calculate Kanban size, design Kanban cards and board, train employees, start the Kanban system, audit the system, and improve it. The document provides examples of data collected, Kanban card and board designs, and discusses benefits like reduced inventory and improved material flow once implemented.

1. KANBAN IN CUTTING
DEPARTMENT
SUBMITTED BY:
Amrit Raj
Abhilekh Thakur
Chandradhar Kshatriya

2. WHAT IS KANBAN
• Kanban is one of the LEAN tool .
• Kanban is a Japanese word made of Kan and Ban.
• It is synonymous to “PULL” system.
• A kind of Planning tool which Demand Driven and used for
Demand Scheduling.
• It can be said as a “Production Leveling Tool” also.
• Scheduling system used in manufacturing to help companies
improve their production process.

3. WHAT IS KANBAN…
• Board represents the state of the product at any point.
• Different from other visualizations –implements WIP limits.
• Triesto limitthe amount of work at any stage.
• Easyidentification of bottlenecks in system through visual
boards.
• Aims atminimizing waste states.

4. BRIEF HISTORY OF KANBAN
• Initiated in 1940’s by Toyota Manufacturing in Japan as a
part of JIT practices.
• Got popularity in global recession of 1970’s, when
companies tried to reduce waste and cut costs.

5. WHAT IS KANBAN…
• Kanban is one of the primary tools of a Just in Time
(JIT) manufacturing system. It signals a cycle of
replenishment for production and materials.
• This can be considered as a “demand” for product
from one step in the manufacturing or delivery
process to the next.
• It maintains an orderly and efficient flow of materials
throughout the entire manufacturing process with
low inventory and work in process.
• It is usually a printed card that contains specific
information such as part name, description, and
quantity.

6. OBJECTIVE OF KANBAN…
• Not only control the WIP but…to determine…
Produce the things/Services in the
quantity as required and when it
is required.
Exactly What to Produce?
How much to Produce?
In what sequence to Produce?

7. BASIC CONCEPT…
• Produce only “What is required…NOT More and NOT Less also….”
• In a Kanban manufacturing environment, nothing is manufactured unless there is a “signal”
to manufacture.
• This is in contrast to a Push-manufacturing environment where production is continuous.
• The Kanban is simply the communication method and could be-
• a card,
• an empty space,
• a cart, or
• any other signalling method for the customer.

8. ELEMENTS OF KANBAN
1. Defined. A defined agreement with specified limits pertaining to volume of
product, model mix, and the sequence of model mix between the two
parties (supplier and customer).
2. Dedicated. Items that are shared between the two parties must be
dedicated to them. This includes resources, locations, storage, containers,
and so forth, and a common reference time (takt time).
3. Controlled. Simple control methods, which are visually apparent and
physically constraining, maintain the defined agreement.

9. PROBLEMS FOUND WITHOUT KANBAN
• Work Flow Is Not Visible due to lack of standardisation i.e. for every step WIP should be fixed
as per production capacity and target.
• Uncontrolled Work In Progress(WIP) in each and every Line.
• No proper scheduling for recutting and relay so delay in material issue is very frequent.
• Complaints aboutproductivity and production as no standard time fixed for that.
• Very high throughput due to improper management.
• Too much work stuffed into one Table due to improper sequencing and Unidentified bottlenecks.

10. IMPLEMENTING THE KANBAN
• Collect the data
• Calculate the Kanban Size
• Design the Kanban
• Train everyone
• Start the Kanban
• Audit the Kanban
• Improve the Kanban

11. STEP 1 : COLLECT THE DATA

12. DATA FOR KANBAN
• Though 600 JKT per day is our target for solid and 500 JKT per day is for checks
fabric,
• we have taken 500 JKT per day as consolidated for both solid and checks which
enable us to produce 3000 Jacket per day.
• Which means 75000-78000 Jacket per month respectively for 25 and 26 days run
per month.
• By maintaining Kanban or Wip it will be really a easy task to achieve this target as
we are running now 7 days successfully.
• For check laying we have considered parallel laying as a compulsory operation for
achieving 500 Jackets per day.

13. DATA FOR KANBAN….
• Only condition to get 100% benefit of Kanban is continuous and sufficient supply of
raw material from store to cutting department.
• Minimum 28 rolls of raw material should be always present at the storage of cutting
department before Laying.
• For Sunday we will try to create as much as wip can be create to ease Kanban to
perform well because a yellow card is always preferable than a red card.
• So we should work to maintain all cards of Green color because Red card and yellow
card both are undesirable.
• We have used all data related to production i.e Time study, Work study, Lay
planning, Material planning, Manning, Skill matrix, Capacity to make Kanban
successful in order to fulfil our common organisation goal.

14. STEP 2 : CALCULATE THE KANBAN SIZE

15. KANBAN SIZE
OPERATION/JKT LINE 1 2 3 4 5 6 TOTAL
SPREADING 160-200 160-200 160-200 160-200 160-200 160-200 960-120
CUTTING 160-200 160-200 160-200 160-200 160-200 160-200 960-120
NUMBERING 80-120 80-120 80-120 80-120 80-120 80-120 480-720
FUSING 60-80 60-80 60-80 60-80 60-80 60-80 360-480
BUNDLING 40-60 40-60 40-60 40-60 40-60 40-60 240-360
LINE WIP 500-660 500-660 500-660 500-660 500-660 500-660 3000-3960
READY FOR
ISSUE(RFI)
400-500 400-500 400-500 400-500 400-500 400-500 2400-3000
TOTAL WIP 900-1160 900-1160 900-1160 900-1160 900-1160 900-1160 5400-6960

16. STEP 3 : DESIGN THE KANBAN

17. • IMPLEMENTATION OF KANBAN BOARD IN CUTTING DEPARTMENT

18. DATE:
CUTTING KANBAN BOARD FOR JACKET LINES
TIME:
JKT LINE 1
SOLID
JKT LINE 2
JKT LINE 3
CHECKS
JKT LINE 4 JKT LINE 5 JKT LINE 6 SECTION
WIP
SPREADING
CUTTER
NUMBERING
RELAY
FUSING
BUNDELING
R2I
LINE WISE
WIP
LOADING
LINE 5 LINE 6
LINE 3
LINE 2
LINE 1 LINE 4
SECTION
WIP
SECTION
WIP
SECTION
WIP
SECTION
WIP
SECTION
WIP
SECTION
WIP
SECTION
WIP
SECTION
WIP
TOTAL
CUTTING WIP

19. KANBAN CARD

20. SIGNS USED FOR WIP CONDITION INDICATION
BAD CONDITION GOOD CODITION

21. STEP 4 : TRAIN EVERYONE

22. STEP 5 : START THE KANBAN

23. STEP 6 : AUDIT THE KANBAN

24. STEP 7 : IMPROVE THE KANBAN

25. BENEFITS OF KANBAN
• Inventory reduction.
• Improved material and information flow.
• Preventing over-production.
• Kanbanhelps in visualisingthe system and expose problems.
• Itallows usto evaluate the impacts of process changes.
• Itallows usto identify bottlenecks and alleviate them.
• It allows usto establish trustin the process.
• It helps usto maintain a sustainable pace with a sustainable throughput.

26. THANK YOU