Introduction to KANBAN

Agenda

−What’s wrong with the current system?

−History of Kanban

−What is Kanban?

−Why Kanban?

−Kanban Practices

−Creating your first board

−Kanban Principles

What’s wrong with the current system?

− Burnout

− Frequent bugs on production

− Complaints about productivity

− Low throughput

− Leads to vague sprint planning

− Too much work stuffed into one sprint

− Unidentified bottlenecks

KAN BAN

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“signboard”

History of Kanban

− Developed by Taichi Ohno at Toyota in 1940's

− Designed after the shelf-stocking techniques used by supermarkets

− Demand controlled system where replenishment happened based

on market conditions

− Based on a pull based system rather than a push based one

− Use of visual signals was essential to the system

What is Kanban?

− Scheduling system used in manufacturing to help companies improve

their production process

− Adopted by software co's for JIT delivery without burdening

developers

− WIP limited pull system which exposes system problems through

visualization

What is Kanban? (contd.)

− In its simplest form, a kanban system consists of a big board with

story cards

− Board represents the state of the project at any point

− Different from other visualizations – implements WIP limits

− Tries to limit the amount of work at any stage

− Easy identification of bottlenecks in system through visual boards

− Aims at minimizing waste states

Kanban A Simple Common Idea ! The Super Market

Customer Checkout Customer

Factory

Warehouse

Move Card

Production Card

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1

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Types Of Kanbans

• Kanban Square– marked area designed to hold items

• Signal Kanban– triangular Kanban used to signal production at

the previous workstation• Material Kanban

– used to order material in advance of a process

Signal Kanban (Cont.)

407 408 409

407

408

409

Signal Kanban (Cont.)

407 408 409Look!They need a set of 409!

407

408

409

Signal Kanban (Cont.)

407 408 409

407

408

409

Signal Kanban (Cont.)

407 408 409

407

408

409

Signal Kanban (Cont.)

407 408 409

407

408

409

Signal Kanban (Cont.)

407 408 409

407

408

409

But why Kanban?

… because …

− it helps in visualising the system and expose problems

− it allows us to evaluate the impacts of process changes

− it allows us to identify bottlenecks and alleviate them

− it allows us to establish trust in the process

− it helps us to maintain a sustainable pace with a sustainable

throughput

− you need to relax and Kanban advocates just that!

The Kanban Practices @ MSFL

KANBAN: Material Flow @ MSFL

Microsoft Office Excel Worksheet

Microsoft Office Excel Worksheet

Microsoft Office Excel Worksheet

KANBAN Board (Current Available Stock, Width wise)

KANBAN Board (Current Demand, Width wise)

Actions completed:

Based on last year’s data, KANBAN Inventory Calculations done at different stages. KANABN Boards & Cards ready to display on supermarket. Thermal Packing material Kanban Calculations done. Involved Marketing, Quality & Maintenance teams. Total 10 sessions of training provided. Simulations conducted. Daily meeting for KANBAN continue.

Challenges Faced:

Storage Problem. Changing Demand trend of market. Customer’s demand of Widths & Micron are changing very frequently, leading to misinterpret

the Results of the data which was analysed earlier. Currently Hand to Mount due to problem at BOPP base film line, sufficient Stock not available

to build BOPP supermarket. Prerequisites like 5S, Visual Management, Standardization , TPM (FFA ) required.

KANBAN

Support/Assistance Required:

Currently we are focusing on only Running Products of Thermal (i.e. 90% of Thermal & 9% of the MSFL). Therefore need to stimulate the Regular Production with Production which will be directed by KANBAN.

Standardization of Widths. Minimum order quantity to be set. Deckle matching at the time of order receiving at marketing end, so as to convince the

customer for the widths which are matching our production cycle.

Way Forward:

Pilot run from 25th after building stock of supermarket. Standardizing of widths at Primary & Secondary slitting end. Involvement of sales & Marketing teams. TPM (CLIT, OPL, Machine Matrix, Capability Index) & FFA Implementation (5S, Safety & Visual

Management).

KANBAN

Support required for Kanban Implementation

Points discussed with Marketing :----------

Before accepting order for production, Clearance from finance for over

dues – NO Hold .

Avoid delivery confirmation for orders where lead time is more then the

requested time by customer.

Forecast variation should not be more then 10%.

Forecast should be width base not on thickness based.

Try to standardize quality standards and limit samples should be dually

signed by customer and quality assurance personals.

Existing stock qty should be informed to Marketing people regularly and

priory get order for that & Marketing people should be planned well

accordingly to every change at customer end.