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kanbancardfromliker

Nov 29 2011

More about Kanbans, and What it Takes to Use Them.

Ever since the world outside of Toyota started noticing its production system in the late 1970s, the Kanban system has received a disproportionate amount of attention compared to other features. It does not mean, however, that it has been accurately implemented in many of the factories that claim to have done it.  To anyone who cared to study it, details have been available in English at least since Robert Hall’s Zero Inventories (1983), the JMA’s Kanban, Just-In-Time at Toyota (1985), Yasuhiro Monden’s Toyota Production System (1993), or an updated treatment in Lean Logistics (2005).

Pressured to implement Kanbans by executives to whom it was little more than a buzzword, many manufacturing professionals found it more expedient to take old, familiar approaches like the two-bin system or reorder-point and call them Kanban. One such system implementing reorder-point through cards placed on a board has become so popular in France that I suggested calling it “French Kanban.” As can be seen in Figure 1, each column on the board is a mirror of the inventory level for an item. Each pocket filled by a card corresponds to an empty slot in stores, so that the remaining amount is visually indicated by the empty pockets on top. The reorder point is crossed when the cards reach the red zone.

Figure 1. French Kanban: Reorder-Point with Cards

Meanwhile, a few academics like J.T. Black at Auburn University or Robert Hall at Indiana University took the trouble to thoroughly investigate the Toyota system as a whole and the Kanban system in particular, but most of their colleagues didn’t, preferring a simplistic rendition of the Kanban system that made their own ideas stand out by contrast. In this context, insisting on the genuine Kanban system is perceived as nitpicking, because the differences are not in the big idea but in the details. You can easily dismiss these details as insignificant until you consider their cumulative effect on thousands of shop floor transactions every day.

Here are two examples, found today in a blog post:

  1. A common misconception is that you pull a Kanban from a bin when it is empty. If this were true, you would just be using a card to implement the Two-Bin system. The Kanban is not pulled when the bin is empty but when you withdraw the first part from the bin, to allow the bin to cover consumption during the replenishment lead time.
  2. Another in the same post was that the eKanban system did not involve physical cards. It is conceivable that, in the future, goods in transit will only be identified by RFID tags, but it is not the state of the art. They still need some form of human-readable identification and routing, for which a purely electronic system would require some kind of screen on each container. In fact, the electronic signal is used only in the return part of the loop, to eliminate the labor-intensive, slow and error-prone handling of unattached cards. On the supplier side, you print single-use cards that are attached to bins for transfer to the customer. When you detach the car on the customer side, you scan its barcode, and this triggers the electronic replenishment signal.

When evaluating or learning a tool like the Kanban system, you have to consider the following:

  1. The objects. They may be cards carrying specific data, bins of particular sizes and configurations, electronic messages of a given structure, … This is what we have to play with. Their physical nature makes a difference, not in a philosophical way but in basic, practical ways. For example, cards can be shuffled and posted on boards but bins cannot. When you send a card, you no longer have it, but when you send an electronic message, you still do. With the former, you have to make sure it doesn’t lose its way; with the latter, that it isn’t accidentally sent multiple times.
  2. The rules. These are protocols for users to follow. They specify who is allowed or required to do what to which objects when. In the Kanban system, the rules say who can issue new Kanbans or remove them from circulation, who attaches Kanbans to bins and detaches them, and what events trigger these actions. The rules give the objects meaning, as the rules of poker do to a deck of cards.
  3. The mapping to reality. This is what happens to materials and goods  in production and logistics when people follow the rules. When applied rigorously in the right context, the Kanban system tells production operators and materials handlers exactly what they should work on. Unlike the traditional dispatch lists, instructions in the form of Kanbans leave no ambiguity and require no judgement call by the leader or supervisor.

Within its range of applicability, the Kanban system is both simple enough for people to apply and sophisticated enough to get the job done. This is a tall order, and we should not underestimate what it takes.

Even in Japanese, the word Kanban has many different meanings, the most common being a sign advertising a store on the street, as you can see by searching Google images for “看板” (Kanban). Figure 2 shows, on a sidewalk,  the Kanban of a beauty salon located on the 2nd floor of the building.

Figure 2. A Kanban in everyday Japanese

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By Michel Baudin • Technology • 3 • Tags: Kanban, Lean manufacturing, Toyota

Nov 27 2011

Assembly Mag’s John Sprovieri responds to Kevin Meyer about Lean at Whirlpool

Via Scoop.it – lean manufacturing

John Sprovieri’s article opens with the following :

“Austin Weber’s article on lean manufacturing at Whirlpool was part of a series of articles written to celebrate the 100th anniversary of the company. As such, it was not the appropriate venue to dwell on the negative aspects of the company’s history, but rather to celebrate the accomplishments of one of this country’s great manufacturers.”

I could see “celebrating accomplishments” as a role for the company’s Public Relations department in an ad page. But is a reporter supposed to be a cheer leader for the companies he covers?
Via www.assemblymag.com

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By Michel Baudin • Management, Press clippings • 0 • Tags: Lean manufacturing, Management

vlcsnap-2011-11-26-09h39m13s68

Nov 26 2011

And the Winners of the Gastev Cup for 2011 are…

This is a translation of the announcement in the Russian Business Excellence magazine. You can also watch the award ceremony on Youtube, in Russian without subtitles, from honorable mentions to the cup itself.

The Gastev Cup for business effectiveness

The overall winner and winners in individual categories of the  Gastev Cup, Russia’s first competition in business effectiveness, were announced during the Moscow VI Forum  on Development of Production Systems, formerly known as Lean Forum. The ceremony capped a long enough period of checking the conformity of the production systems of the candidate companies to the contest requirements. For several months the team of independent auditors visited the candidates, from St. Petersburg to Novosibirsk.

And the winners are:

  • Cup winner –  the TMS-group  from Almetyevsk.
  • Leader in human resource development – the Grand Gift company from Moscow.
  • Leader in process development – the Russian Coatings company from Yaroslavl.
  • Winner in the Production System Industry  category – OAO “RZD”.
  • Winner in Lean regional government category – the Republic of Tatarstan.

Honorable mentions were also also awarded to Packer, from the October region, Saturn -Gas Turbines  from Rybinsk, Spartacus  from Kazan,  and Elsib from Novosibirsk.

Expert opinion from Konstantin Novikov

Konstantin Novikov is general director if Stal steel works in Omsk, and member of the Council of Lean Production Professionals.

Our congratulations to the winners and runners-up of the first Gastev Cup Gasteva. The second cup is exactly one year away. In 2012, if  the TMS-group wants to keep the cup, they will have to fight for it again, developing their people and their production processes, and demonstrating a commitment to continuous improvement.

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By Michel Baudin • Press clippings • 0 • Tags: Continuous improvement, Lean manufacturing, Management

Nov 26 2011

Grad student puts homework on ERP and Lean up for bids

Via Scoop.it – lean manufacturing
This student, who is “out of time and juggling many other tasks” is asking freelancers to bid on writing an essay on ERP and Lean Manufacturing for him.   He has so far seven bidders offering to do it for an average of $78.
Via www.freelancer.com

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By Michel Baudin • Web scrapings • 1 • Tags: Lean manufacturing

German-prize-winners-2010

Nov 25 2011

A German prize for Lean in Automotive

The German Automotive Lean Production Awards 2011 were given at BMW World in Munich on 11/23, to Volkswagen in Bratislava , TRW in Koblenz, BMW in Leipzig and Landshut, Continental in Regensburg, and Behr in Mühlacker.

These awards have been given since 2005, based on studies conducted jointly by the German Automobil Produktion magazine and Agamus Consult. These studies are focused on the following questions:

  1. What are the success factors of Lean Production?
  2. Effectiveness and efficiency: how does the Lean methodology work?
  3. Goal of the Lean processes: What are the most important steps?
  4. Who uses Lean methods and strategies, and with what results in quality and costs?
  5. Thinking further: Lean Production as an integral part of the Lean Enterprise.
  6. How does Lean Production develop in Germany and Europe, and who is best in class?

Compared ot the Shingo Prize, the study questionnaire is more focused on tools and performance, and the first few questions are aimed at establishing that the candidate is in the automotive industry. The questionnaires are addressed to the managers responsible for Lean in production, logistics and development, as well as operations managers. A delegation of experts then visits the candidates selected based on the questionnaires. The involvement of one particular consulting firm in the organization of the award process  would in the US be viewed as a conflict of interest. The Shingo Prize is run out of Utah State University, and uses consultants from multiple firms in its audit teams.

The process by which these awards are given otherwise raises the same questions as for the Shingo Prize: how good are they as predictors  of superior long-term performance ?

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By Michel Baudin • Press clippings • 0

Nov 25 2011

Singaporean academics learn TPS at Toyota in Japan

Via Scoop.it – lean manufacturing

This is first-person account by a Singaporean acadenic of a two-day course culminating in a tour of the Tahara assembly line.
Via blog.nus.edu.sg

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By Michel Baudin • Blog clippings • 0 • Tags: Lean manufacturing, Toyota

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