Kanban an integrated JIT system.docx
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Kanban an integrated JIT system.docx
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KanbananintegratedJITsystem
1996.
Kanban-anIntegratedJITSystem
1-0INTRODUCTION
Japanesearegoodatmanufacturing.Justaskanyglobalproducersofautomobiles,copiers,orpersonalelectronicswhathappenedinthe1980s.TheywillprobablytellyouhowtheJapanesecapturedalargeshareoftheglobal-marketbycreatingworld-classstandardsindesign,materials,andmanagement.WhatisoftenoverlookedistheattempttounderstandhowtheJapaneseindustrysucceedsattheservicesthatsupportthemanufacturingprocess(Krajewskietal,1987:
40).Withintheproductionfield,theKanbanprocessisthemostsignificantoftheseservices.
Theconceptoftime-basedmanagementisnothingnewformanagersoutsideofJapanandhasbeeninpracticeformanyyears.However,theKanbanprocessinvolvesmorethanjustintimedeliveriesandinventorycontrol.Briggs(1993:
29)notesthatKanbanprocesscomponentsarethemost'exportable'ofJapanesetechniques,butthecompleteprocessitselfhasnotyetbeensuccessfullyadoptedoutsideJapan.
1-1THEORGANIZATIONOFTHISREPORT
ThisreportwillfocusontheinterlinkedcomponentsandfeatureswhichconstitutetheJapaneseKanbanprocessoftime-basedmanagement.Inaddition,itwillexaminethepotentialforthesuccessfulimplementationoftheprocessintoAustralianmanufacturingfirms.ExperiencefromtheadoptionofKanbantheoriesinNorthAmericanmanufacturerswillserveasthefoundationonwhichtheAustraliancaseisbuiltupon.
2-0THEJAPANESEKANBANPROCESS-MORETHANINTERNAL'JUSTINTIMEPRODUCTION'TECHNIQUES
MostJapanesemanufacturingcompaniesviewthemakingofaproductascontinuous-fromdesign,manufacture,anddistributiontosalesandcustomerservice.FormanyJapanesecompaniestheheartofthisprocessistheKanban,aJapanesetermfor"visualrecord",whichdirectlyorindirectlydrivesmuchofthemanufacturingorganization.ItwasoriginallydevelopedatToyotainthe1950sasawayofmanagingmaterialflowontheassemblyline(Perelman,1994:
85).OverthepastthreedecadestheKanbanprocess,whichBernstein(1984:
48)identifiesas"ahighlyefficientandeffectivefactoryproductionsystem",hasdevelopedintoanoptimummanufacturingenvironmentleadingtoglobalcompetitiveness.
TheJapaneseKanbanprocessofproductionissometimesincorrectlydescribedasasimplejust-in-timemanagementtechnique,aconceptwhichattemptstomaintainminimuminventory.TheJapaneseKanbanprocessinvolvesmorethanfinetuningproductionandsupplierschedulingsystems,whereinventoriesareminimizedbysupplyingthesewhenneededinproductionandworkinprogressincloselymonitored.Italsoencourages;Industrialre-engineering,suchasa'moduleandcellularproduction'system,and,Japanesehumanresourcesmanagement,whereteammembersareresponsibleforspecificworkelementsandemployeesareencouragedtoeffectivelyparticipateincontinuouslyimprovingKanbanprocesseswithintheKaizenconcept(Stainer,1995:
11).
2-1THEKANBAN
TheJapaneserefertoKanbanasasimpleparts-movementsystemthatdependsoncardsandboxes/containerstotakepartsfromoneworkstationtoanotheronaproductionline.KanbanstandsforKan-card,Ban-signal.TheessenceoftheKanbanconceptisthatasupplierorthewarehouseshouldonlydelivercomponentstotheproductionlineasandwhentheyareneeded,sothatthereisnostorageintheproductionarea.Withinthissystem,workstationslocatedalongproductionlinesonlyproduce/deliverdesiredcomponentswhentheyreceiveacardandanemptycontainer,indicatingthatmorepartswillbeneededinproduction.Incaseoflineinterruptions,eachwork-stationwillonlyproduceenoughcomponentstofillthecontainerandthenstop(Roos,1992:
112).Inaddition,Kanbanlimitstheamountofinventoryintheprocessbyactingasanauthorizationtoproducemoreinventory.SinceKanbanisachainprocessinwhichordersflowfromoneprocesstoanother,theproductionordeliveryofcomponentsarepulledtotheproductionline.Incontrasttothetraditionalforecastorientedmethodwherepartsarepushedtotheline(Roos,1992:
113).
TheKanbanmethoddescribedhereappearstobeverysimple.However,this"visualrecord"procedureisonlyasub-processintheJapaneseKanbanmanagementsystem.
2-1-1SIMPLEVERSUSINTEGRATEDKANBANPROCESSES
TheKanbanprocessutilizestwodifferentkindsofcards-transportKanbanandproductionKanban.Bothofthecardsdonothavetobeusedsimultaneouslyinaproductionprocess.
ThetransportKanbancontainsinformationfromwherethepart/componentoriginatedanditsdestination.Whenonlythiscardisused,itisknownasasimpleKanbanprocess.Inthissystemcomponentsareorderedandproducedaccordingtoadailyschedule.Roos(1992:
113)describesthissystemas"orderingaboxwhenitistheonlyoneleftonline".
TheproductionKanban,ontheotherhand,outlinestowhatextentandwhenworkhastobeaccomplishedbyaspecificstationontheproductionline(Roos,1992:
113).TogetherwiththetransportKanban,itisknownasanintegratedKanbanprocess.Thissystemisoftenusedbetweenthecorporationanditssuppliers.Here,thecorporation'stransportKanbanisthecardwhichregulatesthesupplier'sproductionKanban.Thesameamountofcomponentsareproducedasusedinproductionandthemaximumstocklevelisdeterminedbythenumberofcardsthatareincirculation.Thenumberofcardsincirculationcanbedeterminedbyanalgebraicformula(referappendix1).
2-1-2EXAMPLE
Inthecaseofmanymanufacturingplants,thesupplieristhewarehouseandthecustomeristheassemblyline.Inthiscase,oneboxofcomponentsgoestothecorrectstationattheassemblylineatatime.Whentheboxisempty,anoperatortakesitbacktothewarehouse,andthisautomaticallytriggersthedeliveryofthenextboxofcomponents.SinceonlythetransportKanbanisused,thisexamplerepresentstheapplicationofthesimpleKanbansystem.
ToyotaofJapanhastakentheexamplediscussedaboveonestepfurther.Here,certaincomponentsaredirectlysuppliedfromsupplierstotheproductionline.Stocklevelsarethereforekeptlowandfactoryoverheadcanbereduced.Thesupplier'sworkstationsareregulatedbytheproductionKanban,whichinturnisregulatedbythetransportationKanbanfromToyota'sproductionlines.ThetransportKanbanissimultaneouslyusedinternallybetweenthewarehouseandtheproductionlines.ThisisanexcellentexampleoftheintegratedKanbansystem.
2-1-3ADVANTAGESOFTHEKANBANPROCESS
Roos(1992:
115)notesthefollowingadvantagesofKanbanoverthetraditionalpushsystem:
·1Asimpleandunderstandableprocess
·2Providesquickandpreciseinformation
·3Lowcostsassociatedwiththetransferofinformation
·4Providesquickresponsetochanges
·5Limitofover-capacityinprocesses
·6Avoidsoverproduction
·7Isminimizingwaste
·8Controlcanbemaintained
·9Delegatesresponsibilitytolineworkers
Hefurtherindicatesthat"Kanbanrepresentsanefficienttooltocontinuouslyrationalizetheproductionprocessandfindthesourceofproblems"(Roos(1992:
115).SincethecirculationofKanbanwillstopifthereisaproductionproblemonline,itiseasytobothspotandcorrecttheprobleminstantaneously.
2-2THEKANBANPROCESS-MORETHANINVENTORYCONTROL
TomanagersoutsideofJapan,Kanbanmaylookonlylikeapureproductionmethodhavinglittleornothingtodowiththesurroundingenvironment.Thisisafallacy.Instead,theconcepttakesformontheshopfloor,incloseinteractionbetweentheworkforceandmanagement,andmoreimportantly,involvesbothinternalandexternalcustomers.Kupanhy(1995:
62)identifiesKanbanasaproductionsystemwhichdrawsmanyofitselementsfromtwoprimarysources:
industrialre-engineering,andworkforce(Japanese)Kanbanmanagement.
2-3INDUSTRIALRE-ENGINEERINGANDKANBAN
IndustrialreengineeringwhichgoeshandinhandwithKanbanconsistsofelementssuchas:
·1Modular/cellproduction.Flow-of-products-orientedlayoutofprocessesandmachineslayout.
·2U-shapedproduction/processinglines
·3Totalpreventivemaintenance
·4Massproductionofmixedmodels
TheinterrelationshipbetweentheKanbanconceptandindustrialre-engineeringisclear.
Modular/cellmanufacturing,whichissometimesreferredtoasgrouptechnologyinvolvesorganizingmachinerysothatrelatedproductscanbemanufacturedinacontinuousflow(Kupanhy,1995:
62).Here,productsflowsmoothlyfromstarttofinish,partsdonotsitwaitingtobeworkedon,andforklifttrucksdonottravelkilometerstomovepartsandmaterialsfromonepartoftheplanttoanother.Thiscanbecontrastedtoatypicalproductionsystem,wheremachinesaregroupedbyfunctionandproductsmovefromfunctiontofunctionfromoneendofafacilitytoanotherandbackagain.Thisresultsinlongwaitingtimesbetweenprocedures.Kanbanwillnotworkeffectivelywithoutefficientlogisticssystemsandprocess-orientedplantlayouts.KanbancontrolledproductionandtheKanbanitselfmustbeabletoflowsmoothlybetweenprocesses(Kupanhy,1995:
63).Modular/cellmanufacturingcanberealizedbyU-shapedprocessinglines,whichintegratethemanufacturingprocessintoacontinuousflowandincreasesupplyaccessibilitytothelines.ItwouldbeimpossibletojoindifferentprocessestoformaU-lineifprocessesarenotintegrated.Inaddition,TotalPreventiveMaintenance,whichpreventsmachinesfrombreakingdownormalfunctioningduringtheproductiontime,alsocontributestotheefficiencyofKanban.
ToyodaGoseiCo.advisorTaiichiOhno,architectoftheToyotaKanbansystembelievesthatthereal
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