The document discusses Kanban, a lean manufacturing system used to limit work in progress. It begins by providing background on the competitive business environment and need for companies to be responsive, flexible, and profitable. It then explains how Toyota originally used Kanban cards to limit inventory and align production with demand. The document defines key Kanban terms and concepts like withdrawal Kanban, production Kanban, work in process, pull systems, and takt time. It also contrasts Kanban with traditional MRP systems. Overall, the summary discusses how Kanban aims to optimize workflow and align production to customer demand through visual signals and limits on work in progress.

1. Kanban
S.Ramkumar
IR Class
1

2. The World We Live In
Highly Competitive
Dynamic – Fluid – Ever Changing
Companies Require -
– responsiveness
– flexibility
– profitability/consistent cash flow
Lean Manufacturing

3. 看板 – Kanban limits excess work in
progress
看板 – Kanban literally means
“visual card,” “signboard,” or
“billboard.”
Toyota originally used Kanban
cards to limit the amount of
inventory tied up in “work in
progress” on a manufacturing floor
Not only is excess inventory waste,
time spent producing it is time
that could be expended elsewhere
Kanban cards act as a form of
“currency” representing how WIP
Work in Process or in-process
inventory) is allowed in a system.
3

4. Inventory Control or Scheduling
System?
Aligning Inventory
to Demand
4

5. Some Definitions

6. MRP
Material Requirements Planning
A system for determining the quantity
and timing requirements for materials
used in a production operation.
6

7. JIT
Just-in-Time
A system for producing and delivering the
right items at the right time in the right
amounts
Key elements of Just-in-Time are flow, pull,
standard work, and takt time
7

8. Standard Work
A precise description of each work activity
specifying cycle time, takt time, the work
sequence of specific tasks, and the minimum
inventory of parts on hand needed to
conduct the activity.
8

9. Takt Time
An important concept in pacing operations
The “heartbeat” of a lean system
Takt time = (available
production time)/(rate of
customer demand)
Example: Customer demand is eight widgets
per day. The plant operates 16 hours per
day. Takt time is two hours (16/8 = 2).
9

10. Kanban
A card attached to boxes of parts that
regulates pull in the Lean System by signaling
upstream production and delivery.
10

11. Kanban Card
11

12. Pull
A system of cascading production and
delivery instructions from downstream to
upstream activities in which nothing is
produced by the upstream supplier until the
downstream customer signals a need.
Nothing is produced without a signal from
the next station in the line.
12

13. Lean Approach
 Single piece flow
 Eliminate bureaucracy,
departmentalization
 Eliminate batch and queue
13

14. Kanban
Adopt a just-do-it mindset
Focus on value

15. Value
• Created by the producer
• May be hard for producers to define
• Can only be defined by the final customer

16. Value Stream
The irreducible minimum set of activities
needed to design, order, and make a
machine – flowing smoothly, continuously,
and rapidly

17. Value Stream – Not Just the
Shop Floor
 Raw material to finished good
 Order to delivery
 Concept to launch

18. Eliminate Waste (Muda)
Any activity that consumes resources but
creates no value is waste (muda)

19. Examples of Waste (Muda)
Mistakes
Unneeded inventories
Unnecessary steps
Idle workers
Unnecessary moves
Goods and services that don’t meet customer
needs

20. Lean Principles
 Arrange production by specific products
 Identify the value stream for each
product
 Make value flow without interruptions
 Let the customer pull value from the
producer
 Pursue perfection

21. Lean Principles
 Don’t make anything until it is needed
and then make it very quickly.
 Schedule changes may be made almost
instantaneously upon order receipt.
 Quality improves as pull thinking is
introduced.

22. Lean Principles
 Don’t build inventory
 Right size tools to fit product lines
 Reduce set-up times
 Use statistical process control to achieve
zero defects
 Implement planned maintenance
 Get frequent deliveries from suppliers

23. Negatives of Lean
While periodic review of Kanban lot size is
necessary and desirable, resizing lots to
meet large fluctuations - highly variable
demand and/or rapidly shifting supply chain
uncertainty is difficult
Kanban doesn’t work well when
there is a highly variable system

24. Replenishment
Replenishment
– a non-value activity
– a gating factor to manufacturing
– a significant factor in cash flow management
– directly impacts profits

25. Toyota's Six Rules
• Do not send defective products to the
subsequent process
• The subsequent process comes to withdraw only
what is needed
• Produce only the exact quantity withdrawn by
the subsequent process
• Level the production
• Kanban is a means to fine tuning
• Stabilize and rationalize the process
25

26. Display and manage cycle times
Reduce the number of Kanban slots allowed until cycle time remains
unchanged
Reduce the size of development items
•Work in progress is actually the number of items * the average size of items
Identify and act on bottlenecks immediately
•Relieve repeated bottlenecks by changing the number and types of people in
each role and cross training 26
Disneyland’s
public display of
cycle-times

27. Kanban Boards
27

28. Kanban Boards
28

29. Kanban Boards
29

30. Kanban Boards
30

31. Kanban Boards
31

32. Explode large process steps into tasks to
improve visibility
When a feature or work item is large:
– Takes longer than a couple days to complete
– Requires that multiple people collaborate on its completion
Breakdown those steps into cards to track independently
32
Feature to
develop Tasks in queue
Tasks in
progress
Tasks
complete
Feature
complete

33. Kanban Board with Task Decomposition
33

34. Use cumulative flow diagrams to visualize
work in progress
www.agilemanagement.net/Articles/Papers/BorConManagingwithCumulat.html
34

35. Use cumulative flow diagrams to visualize
work in progress
www.agilemanagement.net/Articles/Papers/BorConManagingwithCumulat.html
35

36. Keep time-boxed product and process
inspection
Keep regular time-boxes in your process as a cue for product inspection:
•Evaluate the quality of the growing product from a functional, engineering,
and costumer perspective
Evaluate your pace of development:
•Look at the number of development items completed relative to goals
•Look at the average cycle time per development item
•Calculate the ratio of developer days per completed item. Use this ratio to
estimate the completion time for undeveloped items
•Adjust your development plan as necessary
Evaluate and adjust the process you’re using
•Use a process reflection session to identify changes you could make to improve
your product or pace
36

37. Setting up a simple Kanban
system starts to focus the team
on the cycle-time of delivered
work and gives a way to detect
and begin to resolve bottlenecks
37

38. Kanban Examples

39. Double sided racks.
Stacking bins, when top is empty,
remove and start using the bottom bin.
Variable size stackable
bins

40. Double sided racks

41. Special twinbins, top holds second
inventory, when bottom is empty, pull
middle lever that allows top inventory
to drop into lower bin, flag pops up
identifying upper bin needs to be
refilled.

42. Stacked supplyReserve supply behind

43. TheKanban
Practices

44. − Workflow is inherently invisible
− Visualization is core toKanban
− Enables people to take a quick look at the state of the workflow
− Use of story cards can be used
− Development process is dividedinto columns
− Each task is specified on a story card
− Essentially cards move along the board to show workflow
Visualize

45. − Apply limits on WIP in each phase of development
− Isthe basis for implementing a pull based system
− Work is pulled into the next phase once capacity is available
− Improves quality by giving greater focus to fewer tasks
− Also reduces lead time for work by reducing the number of concerns
for the developer
Limit WIP

46. − Because maximum utilization ofresources is not desirable contraryto
popular belief
− Brings in slack into the system –creates a more conducive work
process
− Get the most important things done, one by one, with a clear focus
− Things get done faster, better than before, leading to lesser rework
Limit WIP (contd.)

47. − Workflow should be closely monitored
− Measurements must be made to identify problems in the system
− Leads to better understanding of the system and helps inmaking
educated improvements
− Helps identify the positive and negative impact of changes
introduced in thesystem
Manage flow

48. − All policies related to workflow management should be explicit
− For eg. WIP limits, basic workflow, rejection/acceptance flow,
definition of donenessetc.
− Helps in providing a basis for process improvement based on statistics
− Allows for a more rational approach to process improvement by
logical reasoning
Make policies explicit

49. − Through the use of scientific models
− Popular models: Theory ofConstraints (TOC)
− Use of models allows a team to make predictions about a change
− The expected and actual result can then be used effectively to improve
the process
− This approach leads to learning both at individual and organizational
level
Improve Collaboratively

50. Thingsyou need:
− A board
− Lots of Post-it notes (preferably of different colors)
− And lots of commitment (very important)
− The next slides!
Getting Started

51. Importantterms:
− Lead Time –time taken from request of feature to its completion
− Cycle Time –time taken to finish the task
− Throughput –essentially refers to productivity. Defined as the amount
of work delivered in a time frame
− WIP Limit Value Stream –this refers essentially to yourdevelopment
process
− Swarm(ing) –collaboration on a problem
And some terms...

52. − Allows easy visualization of the
development process
− Each columnrepresents one
Fig.TheKanban Board
phase in yourexisting development process
− Numbers on top representWIP limits
− The number of tasks in each phase is limited by the WIP limits specified
The Board

53. − Keeps track offeatures/tasks
− Ismore of an XP related feature
− Includes informationregarding
transition of features on board
− Post-it notes can be used
− Different colored post-it notes can be used for different issue
types such as bugs, features, tasks, improvement etc
− TIP–Token, Inscription, Placement
Fig.StoryCard
Story Card

54. − Measurement tools to measure the
effectiveness of the system
− Everytime card ispushed/pulled
on/off the board, charts
start changing
− Can be used to interpret various important
metrics like average time taken for a task
Charts

55. Control Chart

56. − Are used to measure the average time taken for a task to be
processed
− Lead time and cycle time is represented on a control chart
− Simplest charts that can be drawn
− The aim is to keep lead time and cycle time as low as possible
Control Chart

57. Cumulative Flow Diagrams

58. − Show relative amount of work for each stage
− Use of colored areas for each phase for easy identification of
bottlenecks
− Vertical distance of the chart shows how many tasks are on the board
and helps you set right WIP limits
− Horizontal distance allows you to monitor Cycle Time
− CFD should runsmoothly
− Large steps or horizontal lines indicate problems in flow
− Variations in gap/band indicate bottlenecks
− When the band gets too wide, it indicates problems in work finishing or
developers unable to handle amount of work
Cumulative Flow Diagrams

59. The two most common types of Kan-
bans used today are:
1. Withdrawal (Conveyance) Kan-ban
2. Production Kan-ban
Types of Kan-bans

60. 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.
Withdrawal (Conveyance) Kan-ban

61. A withdrawal Kanban usually carries the following
information:
o part number
o part name
o lot size
o routing process
o name of the next process
o location of the next process
o name of the preceding process
o location of the preceding process
o container type
o container capacity
o number of containers released
Withdrawal (Conveyance) Kan-ban

62. 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.
Production Kanban

63. The production Kan-ban card should have the
following information :
o materials required as inputs at the preceding
stage
o parts required as inputs at the preceding stage
o information stated on withdrawals Kan-ban
The first two pieces of information are not required
on the withdrawal Kan-ban as it’s only used for
communicating the authorization of movement of
parts between work stations.
Production Kanban

64. The production Kan-ban card should have the
following information :
o materials required as inputs at the preceding
stage
o parts required as inputs at the preceding stage
o information stated on withdrawals Kan-ban
The first two pieces of information are not required
on the withdrawal Kan-ban as it’s only used for
communicating the authorization of movement of
parts between work stations.
Production Kanban

65. Other types of Kanbans
1. Express kan-ban - used when shortages of parts occur
2. Emergency kan-ban - used to replace defective parts and other
uncertainties such as machine failures or changes in production
volumes
3. Through kan-ban - used when adjacent work centers are
located close to each other. It combines production and withdrawal
kan-bans for both stages onto one, through, kan-ban

66. − Identifyyourdev process
− How are featuresdecided?
− What are the various steps involved in materializing it?
− Define startand end pointsforthe board
− Identify your boundaries
− Identify when a task enters the board
− Identify the end of its life cycle on the board
Let’s get started

67. − Agree
− Initial WIP limits and policies –can change later
− Prioritization and selectionpolicies
− Policies for different classes of service (expedite, standard, fixed
delivery date, intangible)
− Process review cycle time
Let’s get started (contd.)

68. Cost
Tim
e
Linear
Classes of service vs.Cost of Delay
Expedite
Tim
e
Cost
Fixed
Tim
e
Cost
Intangible
Tim
e
Cost
…but before going on…

69. Let’s get started

70. TheKanban
Principles

71. − Do not prescribe any new roles or responsibilities to implement the
new system
− No such thing as “Kanban Software Development Process”
− Implement Kanban with existingsystem
-David Anderson
Start with what you do now!

72. − Optimize what alreadyexists
− Agree to continuous, incremental and evolutionary change to
improve the system
− Keep experimenting to understand the effects of changes on the
system
− Make small changes rather than huge process changes
-David Anderson
Agree to pursue incremental,
evolutionary change

73. − Do not remove existing roles and titles
− This will eliminate fears in introducing the new system in the
organization
− Will help you get broader support in introducing the new system
− Kanban was designed to reduce resistance to change
-David Anderson
Respect the current process, roles,
responsibilities

74. − Empower the workforce to bring about change
− Swarm on a bottleneck for faster resolution
− Hold frequent discussions and process improvements
− Include everyone in these discussions and do not disregard anyone’s
viewpoint
-David Anderson
Leadership at all levels

75. Kanban simulation
Let’s simulate a simple process, then see if we can
improve it by adding a Kanban system.
75
I’ll need some volunteers to manufacture the latest
in high-tech aircraft

76. Three Case Studies

77. Case #1: Automotive Supplier
Massive inventories
Large batches
Long machine changeovers
Push production system
Slow response to customers (long lead
times)

78. Manufacturing Sequence
Blanking
Stamping
Welding

79. Kanban
Welding booth is given the daily schedule
Empty parts tub with Kanban (signal card)
slides to stamping press from welding booth
When stamping press uses up blanks, empty
parts tub is sent down the slide to the
blanking press

80. Kanban Production System
Blanking Stamping Welding FG
Blue Arrows = Movement of parts
Green Arrows = Circulation of Kanban
Circles = Machines/
Work Cell
Triangles = Buffers
Finished Goods Inventory

81. After Conversion to Lean and Kanban
Shipping schedule drives production
Takt time paces the lines
Right sizing of equipment

82. Case #2: Machine Manufacturer
Long lead times
Complex production processes
Product variety
Batch production
Large WIP and finished inventories

83. Conflicting Planning Systems
• Master Schedule worked out by the
Scheduling Dept. based on sales forecasts
• Ever changing demands from the Sales
Dept. intent on pleasing customers

84. Problems
• Sales tries to beat the system and enters
orders based on speculation
• Sales alters options requested when the
real order is received
• Expediters move through the plant with a
“hot list” for overdue orders

85. External Threat
Company made money despite its
weaknesses
•Suddenly, low priced competition
entered the market

86. Efforts at Change
1. Reorganization by standards or specials
2. Team orientation
3. Customer focus
4. MRP system with real time data input

87. A Lean Revolution
• Conversion from a batch and queue
system to a flow organization
• Single piece flow (no buffer stock)
• Value stream
• One machine, one design, one order at a
time
The Result:
Production lead time reduced
from 16 weeks to 14 hours

88. Kanban: New Scheduling System
 MRP system retained for long-term
ordering of materials
 Day-to-day scheduling now run off a large
whiteboard
 Production day divided into slots by takt
times
 Orders written on the whiteboard as they
are confirmed

89. Kanban (New Scheduling System)
 Nothing produced without a confirmed
order
 Management Information Systems
department was eliminated
 Parts within the plant are pulled to the
next station automatically
 Product and information are combined

90. Initial Problems
• People missed the excitement of fire
fighting
• Lean operations revealed problems that
had been covered up by high inventory
levels
• Deliveries of purchased components to
the cells were not dependable

91. Employee Issues
• Will the company honor its commitment
to retain excess workers?
• Will contributions to improvement
activities be recognized and rewarded?
• People ask, “What will the changes mean
for my career?”

92. Case #3: Electrical Components
1. Large inventories
2. Enormous batches
3. MRP system with 50% extra margin
added to safety stocks
4. Machine maintenance neglected

93. Under the MRP System
• MPS used forecasts to ensure finished
goods were on hand in a huge warehouse
• Orders were processed in a batch mode
• Few orders were shipped complete
• Large customer service department was
required to keep track and expedite
orders
Many potential sources for errors

94. Initial JIT Challenges
• Implementation not understood
• Didn’t know how to reduce changeover
times
• Difficulty creating to a level schedule
• Large inventories had glossed over
problems
• Express freight to make deliveries
• Added customer service staff to explain
later deliveries

95. Review Work Processes
 Value creating jobs
 Non-value creating jobs – but currently
necessary to run the business
 Non-value creating and unnecessary jobs

96. Deming Philosophy
Fear of job loss can derail the
conversion to lean – taking away fear
of job loss is at the core of a lean
conversion.

97. Get Management Involved
Manager’s should personally lead the
implementation activities
Manager’s need to go out to the shop floor to
work hands-on making improvements
The more senior the better - They need to
see the waste and understand where change
is needed

98. Results from the Lean System
1. Order-receipt-to-ship time reduced from
more that a week to less than a day
2. As shipper withdrew parts from finished
stock racks, this became the signal to
make more of a given part
3. Fewer people & fewer errors
4. Instead of one month batches, parts were
produced every day

99. Conclusions
Kanban can:
– simplify operations and improve control
– reduce inventories and improve cash flow
– reduce lead times
• Set-up times must be reduced for lean to
work to be able to reduce lot sizes
• As internal issues are addresses – look to
include vendors

100. In Conclusion
Kanban:
– offers greater responsiveness and therefore
better customer satisfaction
– identifies mistakes quickly
– helps to identify muda (waste)
– is applicable to other areas of the firm in
addition to production
MRP still may be used to maintain
inventories, but in a reduced role

101. Questions?