KB001
Kanban A New Approach
Kanban A New Approach
(Tool for Information Flow)
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KB001
Kanban A New Approach
Agenda
Time
8:00 AM
8:05 AM
8:20 AM
9:05 AM
9:20 AM
10:05 AM
10:20 AM
11:15 AM
12:15 PM
1:00 PM
2:00 PM
2:45 PM
3:00 PM
4:00 PM
4:45 PM
5:00 PM
5:30 PM
5:45 PM
Topic/Activity
Opening
Introduction
Information Flow
Break
Kanban Simulation1
Break
The Customer
Leveling Exercise
Lunch
Kanban Simulation 2
Internal Pull System
Break
Lot Box Production
Lot Size Calculation
Break
Material Movement
Supplier Card Calculation
Closing
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Kanban A New Approach
Introductions
Name
Years of Service
Current Position
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Kanban A New Approach
Kanban System
• Based on Toyota Production System
• Driven by External Customers
• Addresses Constraints & Bottlenecks
1. Understanding our Capabilities
2. Lot Size Production
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Kanban A New Approach
Overview
• Supporting Company Strategy
• Understanding Customer Needs
• Internal Kanban System
• Signaling the Supplier
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Kanban A New Approach
The Objective
Lower Inventory / Reduced Lead-Time
Pull of Product Based on Usage
Create Information System that Supports Lean Principles
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Kanban A New Approach
Company Strategy
• Grow our Business
– Internal and external
– Strengthen our resources
• Improve our Competitive Position
– Continually strive for perfection
– Reduce cost
– Eliminate waste in operations
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Kanban A New Approach
Supporting Company Strategy
• Elimination of Waste
• Overproduction
• Material movement
• Inventory
• Transition to Just-in-Time
• Kanban system
• Kanban signals
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Kanban A New Approach
Key Assumptions
• Production schedules will always change
• Production will never go according to schedule
• It is human nature to overproduce
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Kanban A New Approach
Offsetting the Assumptions
• Kanban System
• Withdraw only what you need
• Replenish what is taken
• Overall Benefits
• Flexibility in production
• Prevents overproduction
• Reduces inventory
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Kanban A New Approach
Information Flow
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Kanban A New Approach
The Kanban Signal
The Kanban signal tells us:
When to make it!
When to move it!
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Kanban A New Approach
Kanban System
“Production” Card
“Withdrawal” Card
Customer
Process
Supplying
Process
product
product
Finished Goods
Store
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Kanban A New Approach
Withdrawal Kanban Signal
• Tells us:
•
•
•
•
When to move
What to move
Where to move
How much to move
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Kanban A New Approach
Three Types of Withdrawal Kanban
Signals
• Customer Kanban Signal
• Transfers material from plant to customer
• Move Kanban Signal
• Transfers material between work units
• Supplier Kanban Signal
• Pulls material from supplier to plant
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Kanban A New Approach
Customer Kanban Signal Information
• Supplier
• Container Type
• Quantity
• Part Number
• Supplier Number
• Description
• Card Number
• Storage Location
• Kanban Signal Number
• Storage Address
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Kanban A New Approach
Customer Kanban Signal
Supplier
Quantity
Kanban
Signal No.
Storage Location
Container
Type
Supplier
No.
Part No.
Card No.
Description
Storage Address
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Kanban A New Approach
Flow of Customer Kanban Signal
Customer Kanban Signal
Plant
Finished
Goods
Store
External
Customer
needed product
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Kanban A New Approach
Move Kanban Signal Information
• Part Number
• Supplier Name
• Storage Address (Point of Storage)
• Card Number
• Kanban Signal Number
• Work Unit Name (Customer)
• Quantity per Container
• Line Address (Point of Use)
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Kanban A New Approach
Move Kanban Signal
STORE ADDRESS
SUPPLIER NAME
PART No.
WORK UNIT ADDRESS
Kanban Signal No. WORK UNIT NAME
QUANTITY
CARD #
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Kanban A New Approach
Flow of Move Kanban Signal
Move Kanban Signal
Internal
Raw
Material
Store
Production
Work Unit
needed product
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Kanban A New Approach
Supplier Kanban Signal Information
• Supplier Name
• Part Number
• Part Name
• Customer
• Storage Address
• Work Unit Address
• Quantity per Container
• Card Number
• Kanban Signal Number
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Kanban A New Approach
Supplier Kanban Signal
Supplier Name
Part Number
Kanban Signal Number
Quantity
Card No.
Part Name
Store Address
Customer
Work Unit
Address
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Kanban A New Approach
Flow of Supplier Kanban Signal
Supplier Kanban Signal
External
Supplier
Finished
Goods
Store
Internal
needed product
Raw
Material
Store
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Kanban A New Approach
Flow of Withdrawal Kanban Signals
Supplier Signal
Move Signal
Internal
External
Supplier
needed
product
Raw
Materials
Store
Customer Signal
Internal
Production
Work
needed
Unit
product
Plant
needed
product
Finished
Goods
Store
External
Customer
needed
product
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Kanban A New Approach
Production Kanban Signal
• Tells Us:
• When to make
• What to make
• How much to make
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Kanban A New Approach
Two Types of Production Kanban Signals
• Production Kanban Signal
• Instructs us to make One Container
• Signal (Triangle)
• Instructs us to produce One Lot
• Used when a work unit does not have the changeover
capability to produce one container for one production card
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Kanban A New Approach
Production Card Information
• Store Address
• Kanban Signal Number
• Work Unit Name
• Part Number
• Quantity
• Card Number
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Kanban A New Approach
Production Card
STORE ADDRESS
Kanban
Signal No.
WORK UNIT NAME
PART No.
QUANTITY
CARD #
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Kanban A New Approach
Signal (Triangle) Information
• Work Unit Name
• Part Number
• Container Type
• Quantity
• Process Time
• Lot Size
• Order Point
• Kanban Signal Number
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Kanban A New Approach
Signal (Triangle)
WORK UNIT PART No.
NAME
CONTAINER QUANTITY
TYPE
LOT SIZE
# of containers
to produce
PROCESSING
TIME FOR 1 LOT
ORDER POINT
Where the signal
Kanban Signal #
is placed in inventory
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Kanban A New Approach
Flow of Production Kanban Signals
Production Signal
Internal
Sub
Assembly
Work
Unit
needed
product
Move Signal
Internal
Sub
Assembly
Work
Unit
Store
needed
product
Triangle Signal
Internal
Final
Assembly
Work
Unit
Finished
Goods
Store
needed
product
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Kanban A New Approach
Kanban Signal Flow
Sub Stores
Sub
Production
Kanban
Signal
Assembly
Work Unit
Finished Goods
Store
Move
Triangle
Kanban
Signal
A
B
C
D
Finished
Assembly
Work Unit
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Kanban A New Approach
How Do You Handle Non-Standard
Situations
Temporary Kanban Signals
• Need scheduled down time to PM equipment
• Sample parts
• Service parts
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Kanban A New Approach
Temporary Kanban Signal Card
STORE
ADDRESS
Kanban
Signal No.
WORK UNIT NAME
PART No.
QUANTITY
CARD #
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Kanban A New Approach
Summary of Kanban Types
• Withdrawal
• Production
- Customer Kanban Signal
- Production Kanban Signal
- Move Kanban Signal
- Signal (Triangle)
- Supplier Kanban Signal
- Temporary Kanban Signal
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Kanban A New Approach
Additional Benefits of Kanban
• Support Visual Control
• Are we behind?
• What do I produce first?
• What is my inventory situation?
• Continuous Improvement
• Large inventories hide problems
• Facilitate continuous improvement by removing Kanban
Signals
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Kanban A New Approach
Kanban System Simulation
Exercise 1
(Without Leveling)
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Kanban A New Approach
Kanban System Simulation - Exercise 1
• Objective
• To gain an understanding of Kanban System card transfer,
exchange, and loop location
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Kanban A New Approach
Kanban System Simulation - Exercise 1
• Details
•
•
•
•
Activity will be run in time segments
Each time segment consists of one day
One truck from customer per day
Simulation will run for “5” days
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Activity Pieces
• 35 Plastic bowls
• 13 Production Cards
• 73 White Lego Blocks
• 8 Move Cards
• 35 Yellow Lego Blocks
• 4 Supplier Cards
• 5 Customer Cards
• 5 Signal Posts
• 18 Place Mats
• 5 Order Cards
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Kanban A New Approach
Activity Layout - Exercise 1
J
Empty
Signal
Containers Post
1@15
Empty
Signal
Containers Post
4 4 4 4
W
Customer
4 4 4 4
Y
4
A
2@15
4
B
Empty
Signal
Containers Post
3
Final
Assembly
C
1@15
3
3
3
3
3
3
3
1
Sub
Assembly
1
Empty
Signal
Containers Post
Empty
Signal
Containers Post
1 1
1 1
1 1
Raw
Material
Processing
1 1
Supplier
1
E
1
F
G
H
I
D
1=
A - Customer
B - Truck Driver-1 (Customer to Plant)
C - Final Assembly Operator
D - Material Handler-1 (Final Assembly to Sub-Assembly)
E - Sub-Assembly Operator
F - Material Handler-2 (Sub-Assembly to Raw Material Storage)
G - Raw Material Processing (Parts Ordering / Parts Receiving)
H - Truck Driver-2 (Plant to Supplier)
I - Supplier
J - Manager
W
2=
Y
Y
3=
W
Y
4=
W W
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Kanban A New Approach
Activity Layout - Exercise 1
Card Types
Empty
Containers
Signal
Post
4 4
W
Customer
Empty
Containers
Signal
Post
4 4
4 4
4 4
4
4
Y
3
Final
Assembly
Production Card
Customer Card
Empty
Containers
Signal
Post
3
1
Sub
Assembly
3
3
1
3
3
1
3
3
1
Production Card
Move Card
Empty
Containers
Signal
Post
1 1
1 1
Empty
Containers
Signal
Post
1 1
Raw
Material
Storage
Supplier Card
1 1
Supplier
Production Card
Move Card
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
•
Customer
•
Receive order from facilitator
•
Move raw materials to customer processing area
•
Remove Customer Cards from container
•
Place Customer Cards in Signal post
•
Disassemble lego blocks and place in designated containers
•
Move empty containers to customer empty container storage
•
Repeat above steps for each order
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
•
Truck Driver 1
•
Pick up Cards from Signal post
•
Pick up empty containers from customer empty container storage
•
Move empty containers to finished goods empty container storage
•
Remove Production Cards from finished goods container and replace with
Customer Cards
•
Place Production Cards in final assembly Signal post
•
Move finished goods to customer raw material storage
•
Repeat above steps for each daily order
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
• Final Assembly Operator
• Check final assembly Signal post for production requirements
• Move raw material container to final assembly processing area
•
•
•
•
Remove sub-assembly and place on final assembly processing area
Remove Move Card and place in empty container
Move empty container back to final assembly raw materials storage
Pick up empty container from finished goods empty container storage and
move to final assembly processing area
• Pick up white processing lego and assemble to sub-assembly and place in
finished goods container
• Pick up Production Card from Signal post and place on finished goods
container
• Move finished goods container to final assembly finished goods storage
• Repeat above steps for each Kanban Signal
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
• Material Handler 1
• Pick up Move Cards and empty containers from final
assembly raw material storage
• Place empty containers in sub-assembly empty container
storage
• Remove Production Cards from sub-assembly finished
goods and replace with Move Cards
• Place Production Cards in the sub-assembly Signal post
• Move finished goods containers to final assembly raw
material storage
• Repeat above steps for each Kanban Signal
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
• Sub-Assembly Operator
• Check sub-assembly Signal post for production requirements
• Move raw material container to sub-assembly processing area
•
•
•
•
Remove raw material and place on sub-assembly processing area
Remove Move Card and place in empty container
Move empty container back to sub-assembly raw material storage
Pick up empty container from sub-assembly empty container storage
and move to sub-assembly processing area
• Pick up yellow processing lego and assemble to raw material and place
in finished goods container
• Pick up Production Card from Signal post and place on finished goods
container
• Move finished goods container to sub-assembly finished goods storage
• Repeat above steps for each Kanban Signal
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
• Material Handler 2
• Pick up Move Cards and empty containers from subassembly raw material storage
• Place empty containers in raw material empty container
storage
• Remove Supplier Cards from raw material storage and
replace with Move Cards
• Place Supplier Cards in the raw material Signal post
• Move raw material containers to sub-assembly raw
material storage
• Repeat above steps for each Kanban Signal
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
•
Raw Material Store (Parts Ordering)
• Move empty container from raw material empty container storage
to raw material processing
• Remove Supplier Card from supplier Signal post
• Place Supplier Card on empty container
• Repeat above steps for each Kanban Signal
• Prepare order for shipment
•
Raw Material Store (Parts Receiving)
• Move raw material container from raw material receiving to raw
material storage area
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
•
Truck Driver 2
•
Pick up empty containers with Supplier Cards from raw material
processing area
•
Place empty containers in Suppliers empty container storage
•
Remove Supplier Production Cards from suppliers raw material container
and replace with Supplier Cards
•
Place Supplier Production Cards in supplier Signal post
•
Move raw materials from supplier to raw material receiving
•
Repeat above steps for each daily order
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
•
Supplier
•
Check Supplier Signal post for production requirements
•
Move empty container from supplier empty container storage to supplier
processing area
•
Pick up white processing lego and place in raw material container
•
Pick up Production Card from supplier Signal post and place on raw
material container
•
Move raw material container to supplier finished goods storage
•
Repeat above steps for each Kanban Signal
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Kanban A New Approach
Kanban System Simulation - Exercise 1 Roles
•
Manager
•
Review the daily production requirements
•
Instruct cells to produce to customer demand or capacity
•
Monitor the production of parts in the value stream
•
Evaluate daily production results
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Kanban A New Approach
Kanban System Simulation - Exercise 1
Customer Orders vs Capacity
Day
Customer Capacity
Actual Production
Order
Production Hours
1
2
3
4
5
Capacity
1 unit = 2hrs 40min
2 units = 5hrs 20min
3 units = 8hrs 00min
4 units = 10hrs 40min
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Kanban A New Approach
The Customer
(Starting Point for a Kanban System)
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Kanban A New Approach
Understanding Customer Needs
• Customer Demand
• Anticipated Requirements (Forecast)
• Takt Time (time required to produce a single part based upon
customer usage)
• Actual Requirements (Daily Pull)
• Leveling
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Kanban A New Approach
Anticipated Requirements
• What information do we need?
• Customer demand for the month
• Number of days in demand period
Part Monthly Demand No. of Working Days Daily Demand
A
18,000
20
900
Note: 900 units / 2 shifts = 450 units per shift
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Kanban A New Approach
Takt Time
Takt Time =
Available Operating Time
Pieces
=
57,600” - 2,400”
900 pcs
=
61.33” per piece
Sets pace of production to match customer
demand
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Kanban A New Approach
Producing to Customer Demand
Production Card
Production
Work Unit
Customer Card
Customer
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Kanban A New Approach
Units
Customer Ordering History
1600
1600
1400
1400
1200
1200
1000
1000
800
800
600
600
Forecast
400
400
Actual
200
200
0
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Day
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Kanban A New Approach
Analyze Actual Requirements
Anticipated Demand vs. Actual Demand
Part Anticipated Demand
A
18,000
Actual Demand
19,000
Difference
1000
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Kanban A New Approach
Opportunities in Customer Fluctuation
• Buffer Stock
• Used when demand is in excess of customer forecast
• Replenished when demand is less than customer forecast
• Note: Buffers are an indicator of waste in the system!
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Kanban A New Approach
Units
Leveled Production
(Based On 500 Units Of Buffer Stock)
1600
1600
1400
1400
1200
1200
1000
1000
800
800
600
600
Forecast
400
400
Actual
Production
200
200
0
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Day
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Kanban A New Approach
Opportunities in Truck Pitch
• Even Truck Pitch
• Drives constant Takt Time
• Reduces fluctuation
• Overall Benefit
• Reduction in inventory
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Truck Pitch
Truck 2
6:00
Truck 3
10:00
Truck 4
14:30
16:00
= Break
= Lunch
= Between
Shifts
1 - 6:00
2 - 10:00
Truck 1
21:00
24:30
Truck Times
3 – 16:00
4 – 21:00
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Replenishment Capability
• Truck Pick-up Times
1. 6:00
2. 10:00
3. 16:00
4. 21:00
• Replenishment Capability Based on Takt Time
• 21:00 - 24:30 = 3.5 hours = 12,600 seconds
• 12,600 seconds - 600 seconds (break) = 12,000 seconds
• 12,000 seconds / 61.33 seconds (takt time) = 195.66 pcs
• 195.66 pcs / 50 pcs in container = 3.91 containers
• Truck 1 = 3 containers
(45.66 remaining for Truck 2)
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Kanban A New Approach
Leveling Post
1
1
2
2
3
4
5
6
3
7
8
4
9 10 11 12 13 14 15 16 17 18
Buffer Stock
1
2
3
4
5
6
7
8
9
10
500 pcs. used to buffer Customer Orders
• 50 pcs. per container
• 10 slots required in Leveling Post for Buffer
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Leveling Customer Demand
Forecast
Leveling
Post
P
Production
Work Unit
Customer
B
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Takt Time Post
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
Line 100
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Information Required for
Takt Time Post
• Takt Time = 61.33 seconds
• Number of pieces per container = 50
Time per container = (Takt Time * Container Quantity) / 60
= (61.33 * 50) / 60 = 51 minutes
(Must deliver a Kanban from the Takt Time Post
to the Production Work Unit every 51 minutes)
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Takt Time Post
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
Line 100
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Leveling Customer Demand
Forecast
Takt Time
Post
Leveling
Post
P
Production
Work Unit
Customer
B
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Separating Safety Stock
• Distinguish between customer fluctuation and internal
problems
• Safety Stock inventory amount is based on downtime
history
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Utilizing Safety Stock
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Kanban A New Approach
Forecast
Takt Time
Post
Leveling
Post
P
Production
Work Unit
Customer
B
S
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Kanban A New Approach
Leveling
• Benefits:
• Neutralizes fluctuation from:
• Customer’s orders
• Truck pitch
• Pulls product based on:
• Customer usage
• Takt Time
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Leveling System
Visual Aid 1
(Neutralizing Customer Fluctuation)
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Kanban A New Approach
Objective
• To establish a pull system of production that levels the
demand of the customer to meet production capabilities
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Kanban A New Approach
Visual Aid Requirements
• Leveling Post
• Takt Time Post
• Signal Post
• (20) Customer Cards
• (7) Production Cards
• (10) Buffer Stock Cards
• (5) Safety Stock Cards
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Card Number
•
To determine the number of Production Cards in the system, take the
highest available Cards to be shipped on one truck and add one Card.
•
EXAMPLE:
• Truck 4 = 6 Cards
• 6 Cards + 1 Card = 7 Cards
• (7) Production Cards Required
•
Note: Additional Cards may be required for longer lead-times
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Card Placement
•
To determine the location of the Production Card on the takt time
post, take the available Cards for the last truck and subtract the
quantity for the first truck and count backwards from the last truck
•
EXAMPLE:
• Truck 4 - Truck 1 = Cards Generated for 1st
•
(6)
- (3)
= 3 Cards for 1st Shift
•
Note: If the number is zero or a negative number, only the last Card
of the last truck is generated for 1st shift
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Visual Aid Layout - Day 1 (End of 2nd Shift)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
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Visual Aid Layout - Day 2 (6:00 am)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
82
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (6:00 am - continued)
Leveling Post
1
1 2
9
3
0
9
3
6
2
3
9 9
4 4
2 8
4
9
5
4
5
1
0
0
0
3
6
1
0
0
6
1
0
1
2
7
1
0
1
8
8
1
0
2
4
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
0
3
0
1
0
3
6
1
0
4
2
Takt Time Post
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
1
1
3
0
1
1
3
6
1
1
1
4
2
2
1
1
4
8
1
1
5
4
3
4
1
2
0
0
1
2
0
6
5
1
2
1
2
6
1
2
1
8
7
1
2
2
4
8
1
2
3
0
1
2
3
6
9
10
1
2
4
2
1
2
4
8
1
2
5
4
L L L L L
/ / / / /
T T T T T
2
3
4
5
83
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (10:00 am)
Leveling Post
1
1 2
9
3
0
9
3
6
2
3
9 9
4 4
2 8
4
9
5
4
5
1
0
0
0
3
6
1
0
0
6
1
0
1
2
7
1
0
1
8
8
1
0
2
4
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
0
3
0
1
0
3
6
1
0
4
2
Takt Time Post
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
1
1
3
0
1
1
3
6
1
1
1
4
2
2
1
1
4
8
1
1
5
4
3
4
1
2
0
0
1
2
0
6
5
1
2
1
2
6
1
2
1
8
7
1
2
2
4
8
1
2
3
0
1
2
3
6
L L L L L
/ / / / /
T T T T T
2
3
9
10
1
2
4
2
1
2
4
8
1
2
5
4
B B
/ /
T T
4
5
84
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (10:00 am - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
3
3
0
3
3
6
5
6
7
8
9
10
4
1
2
4
1
8
Takt Time Post
1
0
0
1
0
6
1 1
1 1
2 8
1
2
4
1
3
0
1
3
6
1
4
2
1
4
8
1
5
4
2
0
0
2
0
6
2
1
2
2
1
8
2
2
4
2
3
0
2
3
6
2
4
2
2
4
8
2
5
4
3
0
0
3
0
6
3
1
2
3
1
8
3
2
4
3
4
2
3
4
8
3
5
4
4
0
0
4
0
6
4
2
4
B B
/ /
T T
6
85
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (10:00 am - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
7
0
0
7
0
6
5
6
7
8
9
10
7
4
2
7
4
8
Takt Time Post
4
3
0
4
3
6
4 4
4 4
2 8
4
5
4
5
0
0
5
0
6
5
1
2
5
1
8
5
2
4
5
3
0
5
3
6
5
4
2
5
4
8
5
5
4
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
5
4
B B
/ /
T T
7
8
9
10
86
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (4:00 pm)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
7
0
0
7
0
6
5
6
7
8
9
10
7
4
2
7
4
8
Takt Time Post
4
3
0
4
3
6
4 4
4 4
2 8
4
5
4
5
0
0
5
0
6
5
1
2
5
1
8
5
2
4
5
3
0
5
3
6
5
4
2
5
4
8
5
5
4
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
5
4
B B
/ /
T T
7
8
9
10
87
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (4:00 pm - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
Takt Time Post
8
0
0
8
0
6
8 8
1 1
2 8
8
2
4
8
3
0
8
3
6
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
1
0
0
0
1
0
0
6
1
1
0
1
2
2
1
0
1
8
1
0
2
4
3
4
1
0
3
0
1
0
3
6
5
1
0
4
2
6
1
0
4
8
7
1
0
5
4
8
1
1
0
0
1
1
0
6
L L L L L
/ / / / /
T T T T T
11
12
9
10
1
1
1
2
1
1
1
8
1
1
2
4
B B
/ /
T T
13
14
88
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (9:00 pm)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
Takt Time Post
8
0
0
8
0
6
8 8
1 1
2 8
8
2
4
8
3
0
8
3
6
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
1
0
0
0
1
0
0
6
1
1
0
1
2
2
1
0
1
8
1
0
2
4
3
4
1
0
3
0
1
0
3
6
5
1
0
4
2
6
1
0
4
8
7
1
0
5
4
8
1
1
0
0
1
1
0
6
L L L L L
/ / / / /
T T T T T
11
12
9
10
1
1
1
2
1
1
1
8
1
1
2
4
B B
/ /
T T
13
14
89
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (9:00 pm - continued)
Leveling Post
1
1 2
1
1
3
0
1
1
3
6
1
1
4
2
2
3
1
1
4
8
4
1
1
5
4
5
1
2
0
0
3
6
1
2
0
6
1
2
1
2
7
1
2
1
8
8
1
2
2
4
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
0
1
2
3
6
1
2
4
2
1
2
3
4
2
0
0
2
0
6
5
6
7
8
9
10
2
4
2
2
4
8
Takt Time Post
1
2
4
8
1
2
5
4
1
0
0
1
0
6
1
1
2
1
1
8
1
2
4
1
3
0
1
3
6
1
4
2
1
4
8
1
5
4
2
1
2
2
1
8
2
2
4
2
3
0
2
3
6
2
5
4
B B
/ /
T T
15
90
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (9:00 pm - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
91
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (End of 2nd Shift)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
92
KB001
Kanban A New Approach
Visual Aid Layout - Day 2 (End of 2nd Shift - cont.d)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
93
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (6:00 am)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
94
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (6:00 am - continued)
Leveling Post
1
1 2
9
3
0
9
3
6
2
3
9 9
4 4
2 8
4
9
5
4
5
1
0
0
0
3
6
1
0
0
6
1
0
1
2
7
1
0
1
8
8
1
0
2
4
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
0
3
0
1
0
3
6
1
0
4
2
Takt Time Post
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
1
1
3
0
1
1
3
6
1
1
1
4
2
2
1
1
4
8
1
1
5
4
3
4
1
2
0
0
1
2
0
6
5
1
2
1
2
6
1
2
1
8
7
1
2
2
4
8
1
2
3
0
1
2
3
6
9
10
1
2
4
2
1
2
4
8
1
2
5
4
L L L L L
/ / / / /
T T T T T
2
3
4
5
95
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (10:00 am)
Leveling Post
1
1 2
9
3
0
9
3
6
2
3
9 9
4 4
2 8
4
9
5
4
5
1
0
0
0
3
6
1
0
0
6
1
0
1
2
7
1
0
1
8
8
1
0
2
4
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
0
3
0
1
0
3
6
1
0
4
2
Takt Time Post
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
1
1
3
0
1
1
3
6
1
1
1
4
2
2
1
1
4
8
1
1
5
4
3
4
1
2
0
0
1
2
0
6
5
1
2
1
2
6
1
2
1
8
7
1
2
2
4
8
1
2
3
0
1
2
3
6
L L L L L
/ / / / /
T T T T T
2
3
9
10
1
2
4
2
1
2
4
8
1
2
5
4
B B
/ /
T T
4
5
96
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (10:00 am - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
3
3
0
3
3
6
5
6
7
8
9
10
4
1
2
4
1
8
Takt Time Post
1
0
0
1
0
6
1 1
1 1
2 8
1
2
4
1
3
0
1
3
6
1
4
2
1
4
8
1
5
4
2
0
0
2
0
6
2
1
2
2
1
8
2
2
4
2
3
0
2
3
6
2
4
2
2
4
8
2
5
4
3
0
0
3
0
6
3
1
2
3
1
8
3
2
4
3
4
2
3
4
8
3
5
4
4
0
0
4
0
6
4
2
4
B B
/ /
T T
6
97
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (10:00 am - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
7
0
0
7
0
6
5
6
7
8
9
10
7
4
2
7
4
8
Takt Time Post
4
3
0
4
3
6
4 4
4 4
2 8
4
5
4
5
0
0
5
0
6
5
1
2
5
1
8
5
2
4
5
3
0
5
3
6
5
4
2
5
4
8
5
5
4
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
5
4
B B
/ /
T T
7
8
9
10
98
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (4:00 pm)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
7
0
0
7
0
6
5
6
7
8
9
10
7
4
2
7
4
8
Takt Time Post
4
3
0
4
3
6
4 4
4 4
2 8
4
5
4
5
0
0
5
0
6
5
1
2
5
1
8
5
2
4
5
3
0
5
3
6
5
4
2
5
4
8
5
5
4
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
5
4
B B
/ /
T T
7
8
9
10
99
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (4:00 pm - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
Takt Time Post
8
0
0
8
0
6
8 8
1 1
2 8
8
2
4
8
3
0
8
3
6
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
1
0
0
0
1
0
0
6
1
1
0
1
2
2
1
0
1
8
1
0
2
4
3
4
1
0
3
0
1
0
3
6
5
1
0
4
2
6
1
0
4
8
7
1
0
5
4
8
1
1
0
0
1
1
0
6
L L L L L
/ / / / /
T T T T T
11
12
9
10
1
1
1
2
1
1
1
8
1
1
2
4
B B
/ /
T T
13
14
100
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (9:00 pm)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
Takt Time Post
8
0
0
8
0
6
8 8
1 1
2 8
8
2
4
8
3
0
8
3
6
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
1
0
0
0
1
0
0
6
1
1
0
1
2
2
1
0
1
8
1
0
2
4
3
4
1
0
3
0
1
0
3
6
5
1
0
4
2
6
1
0
4
8
7
1
0
5
4
8
1
1
0
0
1
1
0
6
L L L L L
/ / / / /
T T T T T
11
12
9
10
1
1
1
2
1
1
1
8
1
1
2
4
B B
/ /
T T
13
14
101
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (9:00 pm - continued)
Leveling Post
1
1 2
1
1
3
0
1
1
3
6
1
1
4
2
2
3
1
1
4
8
4
1
1
5
4
5
1
2
0
0
3
6
1
2
0
6
1
2
1
2
7
1
2
1
8
8
1
2
2
4
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
0
1
2
3
6
1
2
4
2
1
2
3
4
2
0
0
2
0
6
5
6
7
8
9
10
2
4
2
2
4
8
Takt Time Post
1
2
4
8
1
2
5
4
1
0
0
1
0
6
1
1
2
1
1
8
1
2
4
1
3
0
1
3
6
1
4
2
1
4
8
1
5
4
2
1
2
2
1
8
2
2
4
2
3
0
2
3
6
2
5
4
B B
/ /
T T
15
102
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (9:00 pm - continued)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
103
KB001
Kanban A New Approach
Visual Aid Layout - Day 3 (End of 2nd Shift)
Leveling Post
1
1 2
2
3
4
5
3
6
7
8
4
Buffer Stock
9 10 11 12 13 14 15 16 17 18
1
2
3
4
8
3
0
8
3
6
5
6
7
8
9
10
9
1
2
9
1
8
Takt Time Post
6
0
0
6
0
6
6 6
1 1
2 8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
2
4
B B
/ /
T T
16
17
18
1
104
KB001
Kanban A New Approach
Kanban System Simulation
Exercise 2
(With Leveling)
105
KB001
Kanban A New Approach
Kanban System Simulation - Exercise 2
• Objective
• To gain an understanding of the method and benefits of leveling
106
KB001
Kanban A New Approach
Kanban System Simulation - Exercise 2
• Details
•
•
•
•
•
Activity will be run in time segments
Each time segment consists of one day
One truck from customer per day
Simulation will run for “5” days
Leveling of production occurs at the Point of Pull
107
KB001
Kanban A New Approach
Kanban System Simulation - Exercise 2
Activity Pieces
• 36 Plastic bowls
•
3 Buffer Stock Cards
• 75 White Lego Blocks
•
8 Move Cards
•
4 Supplier Cards
•
5 Signal Posts
•
1 Leveling Post
•
5 Order Cards
• 36 Yellow Lego Blocks
• 5 Customer Cards
• 11 Production Cards
• 18 Place Mats
108
KB001
Kanban A New Approach
Activity Layout - Exercise 2
Leveling
Post
Empty
Signal
Containers Post
4 4
W
4 4
4 4
4
4 4
Y
A
2@15
Empty
Signal
Containers Post
4 4
Customer
1@15
B
Empty
Signal
Containers Post
3
Final
Assembly
C
1@15
3
3
3
3
3
3
3
D
1
Sub
Assembly
1
Empty
Signal
Containers Post
Empty
Signal
Containers Post
1 1
1 1
1 1
Raw
Material
Storage
1 1
Supplier
1
E
1
F
G
H
I
J
1=
A - Customer
B - Truck Driver-1 (Customer to Plant)
C - Final Assembly Operator
D - Material Handler-1 (Final Assembly to Sub-Assembly)
E - Sub-Assembly Operator
3=
F - Material Handler-2 (Sub-Assembly to Raw Material Storage)
G - Raw Material Processing (Parts Ordering / Parts Receiving)
H - Truck Driver-2 (Plant to Supplier)
I - Supplier
J - Manager
W
2=
Y
Y
W
Y
4=
W W
109
KB001
Kanban A New Approach
Activity Layout - Exercise 2
Card Types
Leveling
Post
Empty
Containers
Signal
Post
4 4
Empty
Containers
4 4
W
Customer
Signal
Post
4 4
4 4
4
4 4
Y
3
Final
Assembly
(3) Production Cards
(3) Buffer Stock Cards
Customer Cards
Empty
Containers
Signal
Post
3
1
Sub
Assembly
3
3
3
3
1
3
3
1
Production Cards
Move Cards
1
Empty
Containers
Signal
Post
1 1
1 1
Empty
Containers
Signal
Post
1 1
Raw
Material
Storage
Supplier Cards
1 1
Supplier
Production Cards
Move Cards
110
KB001
Kanban A New Approach
Kanban System Simulation - Exercise 2
Roles
•
Following Roles Same As Exercise 1
•
Customer
•
Final Assembly Operator
•
Material Handler 1
•
Sub-Assembly Operator
•
Material Handler 2
•
Raw Material Store
•
Truck Driver 2
•
Supplier
111
KB001
Kanban A New Approach
Kanban System Simulation - Exercise 2
Roles
• Truck Driver 1
•
•
•
•
•
•
Pick up Customer Cards from Customer Signal post
Pick up empty containers from customer empty container storage
Move empty containers to finished goods empty container storage
Place Customer Cards in leveling post
Remove Cards from leveling post after leveling
Remove Production Cards from finished goods container and
replace with Customer Cards
• Place Production Cards, and/or Buffer Stock Cards if required, in final
assembly Signal post
• Move finished goods to customer raw material storage
• Repeat above steps for each daily order
112
KB001
Kanban A New Approach
Kanban System Simulation - Exercise 2
Roles
•
Manager
•
Focus on improving operations
113
KB001
Kanban A New Approach
Kanban System Simulation - Exercise 2
Customer Orders vs Capacity
Day
Customer Capacity
Actual Production
Order
Production Hours
1
2
3
4
5
Capacity
1 unit = 2hrs 40min
2 units = 5hrs 20min
3 units = 8hrs 00min
4 units = 10hrs 40min
114
KB001
Kanban A New Approach
Internal Kanban System
(Operating The Internal System)
115
KB001
Kanban A New Approach
Internal Kanban System
• Production Instruction
• Production Card
• Signal (Triangle)
• Material Movement
• Move Card
• Delivery system
116
KB001
Kanban A New Approach
Kanban Signal
“Tool To Trigger Production”
• Production Card
• High level of capability in the work unit
• Production of parts in any order
117
KB001
Kanban A New Approach
Producing
Card for Card
• If a work unit can produce parts in the same order that they are pulled
from stores, then they produce Card for Card
• The Production Card (typically a white card) is attached to the
container after production
• When a container is pulled from the work unit store, the card is
removed and sent back to the work unit to trigger production
118
KB001
Kanban A New Approach
Points to Remember
• The Production Card is the signal to produce a container of a particular
part number
• The work unit produces in the order that the Production Cards are
received
• Changeover time must be equal to or less than the consumers
changeover time
119
KB001
Kanban A New Approach
Flow of the Production Card
“Production” Card
Supplying
Process
product
120
KB001
Kanban A New Approach
Kanban Signal
“Tool to Trigger Production”
• Signal (Triangle)
• Long changeover times
• Production in lot size
121
KB001
Kanban A New Approach
Production by Lot Size
Withdrawal Period
2nd
3rd
1st
A
A
A
A
B
B
B
B
4th
C
C
C
C
Direct Relationship between Changeover times and Inventory Levels
122
KB001
Kanban A New Approach
Signal (Triangle)
WORK
UNIT
NAME
PART No.
CONTAINER QUANTITY
TYPE
LOT SIZE
# of containers
to produce
PROCESSING
TIME FOR 1 LOT
ORDER POINT
Where the signal
Signal #
is placed in inventory
123
KB001
Kanban A New Approach
Signal Triangle
• When using the Signal Triangle, every part number on the work
unit has it’s own signal
• The signal instructs the work unit to produce and is dependent on
how inventory is pulled from the work unit
• If parts are not withdrawn from the work unit, the work unit will not
receive a signal to produce
124
KB001
Kanban A New Approach
Lot Size Production
• Signal Instructs the Work Unit:
• When to produce the part
• How many to produce at one time
125
KB001
Kanban A New Approach
Elements Required to Determine the Lot Size
• Available Time
• Monthly Demand for Each Part Number
• Production Time for Each Part Number
• Average Changeover Time
126
KB001
Kanban A New Approach
Available Time
Available Time =
(Number of Hours per Shift) – (Break Time)
Number of Shifts: 2
Number of Breaks per Shift: 2
Hours per Shift: 8
Minutes per Break: 10
57,600 seconds - 2,400 seconds = 55,200 seconds
127
KB001
Kanban A New Approach
Demand Calculation
Daily Demand =
Monthly Demand
# of Days in Demand Period
Days in Month = 20
Part
A
B
C
D
Total
Monthly Demand
4000 pcs
6000 pcs
8000 pcs
12000 pcs
30000 pcs
Daily Demand
200 pcs
300 pcs
400 pcs
600 pcs
???? pcs
128
KB001
Kanban A New Approach
Demand Calculation
Daily Demand =
Monthly Demand
# of Days in Demand Period
Days in Month = 20
Part
A
B
C
D
Total
Monthly Demand
4000 pcs
6000 pcs
8000 pcs
12000 pcs
30000 pcs
Daily Demand
200 pcs
300 pcs
400 pcs
600 pcs
1500 pcs
129
KB001
Kanban A New Approach
Calculating Production Time
Production Time = Cycle Time x Daily Demand
Part
A
B
C
D
Total
Daily Demand
200
300
400
600
1500
Cycle Time
28.5”
28.0”
30.5”
32.0”
30.3”
Production Time
5700”
8400”
12200”
19200”
??????”
130
KB001
Kanban A New Approach
Calculating Production Time
Production Time = Cycle Time x Daily Demand
Part
A
B
C
D
Total
Daily Demand
200
300
400
600
1500
Cycle Time
28.5”
28.0”
30.5”
32.0”
30.3”
Production Time
5700”
8400”
12200”
19200”
45500”
131
KB001
Kanban A New Approach
Calculating Average Changeover Time
Part
A
B
C
D
Total
Daily Demand
200
300
400
600
????
Changeover Time
900 seconds
600 seconds
720 seconds
600 seconds
???? seconds
Total
Average C/O Time = Changeover Time = ???? = ???
# of Parts Numbers
?
132
KB001
Kanban A New Approach
Calculating Average Changeover Time
Part
A
B
C
D
Total
Daily Demand
200
300
400
600
1500
Changeover Time
900 seconds
600 seconds
720 seconds
600 seconds
2820 seconds
Total
Average C/O Time = Changeover Time = 2820 = 705
# of Parts Numbers
4
133
KB001
Kanban A New Approach
Lot Size Calculation
Step 1: Determine the Number of Changeovers per Day
# of C/O per Day = Available Time - Production Time
Average Changeover Time
# of C/O per Day = ????? - ?????
???
(# of Parts)
/
(?)
/
(# of Available C/O’s)
(???)
= ??? C/O’s
=
=
(LOT SIZE)
??? Days
134
KB001
Kanban A New Approach
Lot Size Calculation
Step 1: Determine the Number of Changeovers per Day
# of C/O per Day = Available Time - Production Time
Average Changeover Time
# of C/O per Day = 55,200 - 45,500
705
(# of Parts)
/
(4)
/
(# of Available C/O’s)
(13.7)
= 13.7 C/O’s
=
=
(LOT SIZE)
.29 Days
135
KB001
Kanban A New Approach
Lot Size per Part Number
Part
A
B
C
D
Daily Demand
200
300
400
600
Lot Size
0.29 days
0.29 days
0.29 days
0.29 days
# in Lot
58 pcs
87 pcs
116 pcs
174 pcs
136
KB001
Kanban A New Approach
Container Lot Size
# of Containers in a Lot = Lot Size
Qty per Cont.
Example:
Lot Size for Part A = 58 pcs
Container Size
= 30 pcs
Part A =
58 pcs per lot size
= 1.9 containers
30 pcs per container
Part A Lot Size = 2 Containers
Round Up
to Next Full
Container
137
KB001
Kanban A New Approach
Order Point
• The order point determines how much inventory is needed
in the stores to cover customer requirements during the
work unit’s peak period of downtime
• For instance, the order point = 2
• The signal is placed on the 2nd to the last container. When
the container above the signal on is pulled, exposing the
Signal Triangle, the signal goes back to the line to trigger
production with the corresponding amount of Production
Cards
138
KB001
Kanban A New Approach
Signal (Triangle)
Pull
from Top
Remove Signal Triangle
when this container is
pulled!!
139
KB001
Kanban A New Approach
Order Point Calculation
(Daily Demand x Downtime Percentage) = Order Point
Quantity per Container
Daily Demand: 200pcs
Peak Downtime Percentage: 20%
Quantity per Container: 30pcs
Order Point: 2
(200 x .20) = 1.33
30
Round Up
to Next Full
Container
140
KB001
Kanban A New Approach
Order Points
Part Daily Demand
D/T #PCS Pcs/Cont O.P.
A
200
.20
40
30
?
B
300
.20
60
30
?
C
400
.20
80
30
?
D
600
.20
120
30
?
141
KB001
Kanban A New Approach
Order Points
Part Daily Demand
D/T #PCS Pcs/Cont O.P.
A
200
.20
40
30
2
B
300
.20
60
30
2
C
400
.20
80
30
3
D
600
.20
120
30
4
142
KB001
Kanban A New Approach
How are the Containers Identified?
• A Production Card is placed on a container after it is
produced
• When the container is pulled from the store the
Production Card is removed and is put into a collection
box, while a Move Card is put on the container in it’s
place
• When the signal is sent to the work unit for production,
the number of Production Cards that are needed to I.D.
the containers are also taken
143
KB001
Kanban A New Approach
1.
Move Card signals that
the Customer Work Unit
needs parts.
Inventory Stores
2.
The container is picked
and the Kanban Card is
replaced with the Move
Card.
Inventory Stores
3.
The Production Card is put
into a collection box to be
sent back to the work unit.
Inventory Stores
Parts are taken to the
Customer Work Unit.
144
KB001
Kanban A New Approach
# of Production Cards in the System
# of Production Cards = Lot Size + Order Point
=2+2
= 4 Tags
The number of cards is the maximum amount of
material that will be in the stores
145
KB001
Kanban A New Approach
Flow Of The Signal ( Triangle)
Customer
Pulling
A
C
Now
Next
D
Order
ABCD
Point
Signal Board
B
Collection
Box
A
B
C
D
Roll Cut Stores
Roll Cut Work Unit
146
KB001
Kanban A New Approach
Lot Box Production
An Alternative Approach for Increased
Visual Management
147
KB001
Kanban A New Approach
Lot Box Production Flow
“Production” Card
Lot
Box
Supplying
Process
product
148
KB001
Kanban A New Approach
The Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Production Cards
Order Point
Zero Inventory
149
KB001
Kanban A New Approach
Work Unit Kanban Post
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
Part D
C/O Card
Part A
C/O Card
150
8
0
0
A
B
C
D
E
F
Daily Dem an d
L ot S iz e
Cycle T im e
C/O
L ot T im e
T otal Ru n
Part #
1
A
B
C
D
Container No.
2
3
4
5
G
H
I
Con tain er S iz e M in . / Con tain er C.O . T im e ( m in .)
6
C/O
Total
Calculations
E=(BXC)
F=(D+E)
H=(GXC)/60
I=D/60
KB001
Kanban A New Approach
Example for Part # C
1
15.25
2
30.5
6
0
6
6
1
2
A: I
B: I
-
I I -
C: I
D: I
-
I - I
1st Shift
6
0
0
3
45.75
6
1
8
6
2
4
4
61
6
3
0
6
3
6
5
X
6
4
2
6
4
8
- - I - I
- - I -
I
6
X
6
5
4
7
0
0
7
0
6
C/O
12
7
1
2
7
1
8
7
2
4
TOTAL
73
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
- I
-
- I
- I - 152
8
0
0
KB001
Kanban A New Approach
Lot Box Production
Visual Aid 2
(An Alternative Approach)
153
KB001
Kanban A New Approach
Objective
• To visually demonstrate the flow of Cards based on lot
size production using the Lot Box as a tool for instruction
to produce.
154
KB001
Kanban A New Approach
Visual Aid Requirements
•
1 Lot Box
•
1 Kanban Post
•
1 Parts Withdrawal Timing Sheet
•
4 (Part A) Production Cards
•
5 (Part B) Production Cards
•
7 (Part C) Production Cards
• 10 (Part D) Production Cards
• 17 Changeover Cards
155
KB001
Kanban A New Approach
Visual Aid Layout
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
156
8
0
0
KB001
Kanban A New Approach
Visual Aid Layout Inventory Status
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
157
KB001
Kanban A New Approach
Part Withdrawal Timing
Part A
8:10 am
10:38 am
1:36 pm
5:54 pm
8:22 pm
11:10 pm
Part B
7:32 am
9:14 am
10:46 am
12:48 pm
2:30 pm
6:02 pm
7:44 pm
9:16 pm
11:18 pm
1:00 am
Part C
7:09 am
8:18 am
9:37 am
10:46 am
12:25 pm
1:44 pm
4:53 pm
6:02 pm
7:21 pm
8:30 pm
10:09 pm
11:18 pm
12:37 am
Part D
6:28 am
7:14 am
8:00 am
8:56 am
9:42 am
10:28 am
11:44 am
12:30 pm
1:26 pm
2:12 pm
4:58 pm
5:44 pm
6:30 pm
7:26 pm
8:12 pm
8:58 pm
10:14 pm
11:00 pm
11:56 am
12:42 am
158
KB001
Kanban A New Approach
Board Status - 6:00 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
159
8
0
0
KB001
Kanban A New Approach
Board Status – 6:00 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
160
8
0
0
KB001
Kanban A New Approach
Inventory Status - 6:00 am
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
161
KB001
Kanban A New Approach
Board Status - 6:42 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
B
/
T
8
1
8
8
2
4
8
3
0
8
3
6
B
/
T
162
8
4
2
KB001
Kanban A New Approach
Board Status - 6:42 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
B
/
T
B
/
T
8
2
4
8
3
0
8
3
6
163
8
4
2
KB001
Kanban A New Approach
Inventory Status - 6:42 am
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
164
KB001
Kanban A New Approach
Board Status - 8:42 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
1
0
0
0
1
0
0
6
1
0
1
2
1
0
1
8
1
0
2
4
1
0
3
0
1
0
3
6
Line 100
165
1
0
4
2
KB001
Kanban A New Approach
Board Status - 8:42 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
1
0
0
0
1
0
0
6
1
0
1
2
1
0
1
8
1
0
2
4
1
0
3
0
1
0
3
6
Line 100
166
1
0
4
2
KB001
Kanban A New Approach
Inventory Status - 8:42 am
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
167
KB001
Kanban A New Approach
Board Status – 9:54 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
9
5
4
1
0
0
0
1
0
0
6
1
0
1
2
1
0
1
8
1
0
2
4
1
0
3
0
1
0
3
6
1
0
4
2
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
L L
/ /
T T
1
1
1
2
1
1
1
8
1
1
2
4
L
/
T
L L
/ /
T T
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
168
1
1
2
4
KB001
Kanban A New Approach
Board Status – 9:54 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
9
5
4
1
0
0
0
1
0
0
6
1
0
1
2
1
0
1
8
1
0
2
4
1
0
3
0
1
0
3
6
1
0
4
2
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
L L
/ /
T T
1
1
1
2
1
1
1
8
1
1
2
4
L
/
T
L L
/ /
T T
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
169
1
1
2
4
Inventory Status – 9:54 am
KB001
Kanban A New Approach
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
170
KB001
Kanban A New Approach
Board Status – 10:48 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
L L
/ /
T T
1
1
1
2
1
1
1
8
1
1
2
4
L
/
T
L L
/ /
T T
1
1
3
0
1
1
3
6
1
1
4
2
1
1
4
8
1
1
5
4
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
1
2
3
6
1
2
4
2
171
1
2
4
8
KB001
Kanban A New Approach
Board Status – 10:48 am
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
L
/
T
L L L
/ / /
T T T
1
1
2
4
1
1
3
0
1
1
3
6
1
1
4
2
1
1
4
8
1
1
5
4
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
1
2
3
6
1
2
4
2
L
/
T
172
1
2
4
8
KB001
Kanban A New Approach
Inventory Status – 10:48 am
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
173
KB001
Kanban A New Approach
Board Status - 12:02 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
B
/
T
1
2
3
6
1
2
4
2
1
2
4
8
1
2
5
4
1
0
0
1
0
6
1
1
2
1
1
8
1
2
4
1
3
0
1
3
6
1
4
2
1
5
4
2
0
0
B
/
T
174
2
0
6
KB001
Kanban A New Approach
Board Status - 12:02 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
B
/
T
1
2
3
6
1
2
4
2
1
2
4
8
1
2
5
4
1
0
0
1
0
6
1
1
2
1
1
8
1
2
4
1
3
0
1
3
6
1
4
2
1
5
4
2
0
0
B
/
T
175
2
0
6
KB001
Kanban A New Approach
Inventory Status - 12:02 pm
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
176
KB001
Kanban A New Approach
Board Status – 1:58 pm
Lot Box
Part
1
2
3
Container #
5
6
4
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
1
5
4
2
0
0
2
0
6
2
1
2
2
1
8
2
2
4
2
3
0
E
O
S
2
3
6
2
4
2
2
4
8
2
5
4
3
0
0
B B B B B
/ / / / /
S S S S S
3
0
6
B
/
S
3
1
2
3
1
8
B B
/ /
S S
3
2
4
3
3
0
3
3
6
3
4
2
3
4
8
3
5
4
B B B B B B
/ / / / / /
S S S S S S
177
KB001
Kanban A New Approach
Board Status – 1:58 pm
Lot Box
Part
1
2
3
Container #
5
6
4
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
Line 100
1
5
4
2
0
0
2
0
6
2
1
2
2
1
8
2
2
4
2
3
0
E
O
S
2
3
6
2
4
2
2
4
8
2
5
4
3
0
0
B B B B B
/ / / / /
S S S S S
3
0
6
B
/
S
3
1
2
3
1
8
B B
/ /
S S
3
2
4
3
3
0
3
3
6
3
4
2
3
4
8
3
5
4
B B B B B B
/ / / / / /
S S S S S S
178
KB001
Kanban A New Approach
Inventory Status – 1:58 pm
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
179
KB001
Kanban A New Approach
Board Status - 4:30 pm
Lot Box
Part
1
2
3
Container #
5
6
4
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
4
3
0
4
3
6
4
4
2
4
4
8
4
5
4
5
0
0
5
0
6
5
1
2
5
1
8
5
2
4
5
3
0
5
3
6
5
4
2
5
4
8
5
5
4
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
Line 100
180
6
3
0
KB001
Kanban A New Approach
Inventory Status - 4:30 pm
Part A
Part B
Part C
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
Part D
1 Container
181
KB001
Kanban A New Approach
Board Status - 5:06 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
5
0
6
5
1
2
5
1
8
5
2
4
5
3
0
5
3
6
5
4
2
5
4
8
5
5
4
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
B
/
T
B
/
T
7
0
0
182
7
0
6
Inventory Status - 5:06 pm
KB001
Kanban A New Approach
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
183
KB001
Kanban A New Approach
Board Status - 6:06 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
B
/
T
B
/
T
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
184
8
0
0
KB001
Kanban A New Approach
Board Status - 6:06 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
B
/
T
B
/
T
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
185
8
0
0
KB001
Kanban A New Approach
Inventory Status - 6:06 pm
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
186
KB001
Kanban A New Approach
Board Status – 6:42 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
3
0
8
3
6
B B
/ /
T T
187
8
4
2
KB001
Kanban A New Approach
Board Status – 6:42 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
8
0
0
8
0
6
8
1
2
8
1
8
8
2
4
8
3
0
8
3
6
B B
/ /
T T
188
8
4
2
KB001
Kanban A New Approach
Inventory Status - 6:42 pm
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
189
KB001
Kanban A New Approach
Board Status – 8:30 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
8
3
0
8
3
6
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
L
/
T
L L L
/ / /
T T T
L
/
T
1
0
0
0
1
0
0
6
1
0
1
2
1
0
1
8
1
0
2
4
190
1
0
3
0
KB001
Kanban A New Approach
Board Status – 8:30 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
8
3
0
8
3
6
8
4
2
8
4
8
8
5
4
9
0
0
9
0
6
9
1
2
9
1
8
9
2
4
9
3
0
9
3
6
9
4
2
9
4
8
9
5
4
L
/
T
L L L
/ / /
T T T
L
/
T
1
0
0
0
1
0
0
6
1
0
1
2
1
0
1
8
1
0
2
4
191
1
0
3
0
KB001
Kanban A New Approach
Inventory Status - 8:30 pm
Part A
Part B
Part C
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
To be filled
At 8:32.5
1 Container
Part D
192
KB001
Kanban A New Approach
Board Status – 10:12 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
1
0
1
2
1
0
1
8
1
0
2
4
1
0
3
0
1
0
3
6
1
0
4
2
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
B
/
T
B
/
T
1
1
3
0
1
1
3
6
1
1
4
2
1
1
4
8
1
1
5
4
1
2
0
0
1
2
0
6
193
1
2
1
2
KB001
Kanban A New Approach
Board Status – 10:12 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
1
0
1
2
1
0
1
8
1
0
2
4
1
0
3
0
1
0
3
6
1
0
4
2
1
0
4
8
1
0
5
4
1
1
0
0
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
B
/
T
B
/
T
1
1
3
0
1
1
3
6
1
1
4
2
1
1
4
8
1
1
5
4
1
2
0
0
1
2
0
6
194
1
2
1
2
Inventory Status - 10:12 pm
KB001
Kanban A New Approach
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
195
KB001
Kanban A New Approach
Board Status – 11:06 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
B
/
T
B
/
T
1
1
3
0
1
1
3
6
1
1
4
2
1
1
4
8
1
1
5
4
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
1
2
3
6
1
2
4
2
1
2
4
8
1
2
5
4
1
0
0
1
0
6
E
O
S
B
/
S
196
KB001
Kanban A New Approach
Board Status – 11:06 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
1
1
0
6
1
1
1
2
1
1
1
8
1
1
2
4
B
/
T
B
/
T
1
1
3
0
1
1
3
6
1
1
4
2
1
1
4
8
1
1
5
4
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
1
2
3
6
1
2
4
2
1
2
4
8
1
2
5
4
1
0
0
1
0
6
E
O
S
B
/
S
197
Inventory Status - 11:06 pm
KB001
Kanban A New Approach
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
198
KB001
Kanban A New Approach
Board Status – 11:56 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
1
1
5
4
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
1
2
3
6
1
2
4
2
1
2
4
8
1
2
5
4
1
0
0
1
0
6
E B
O /
S S
1
1
2
1
1
8
B
/
S
B B
/ /
S S
1
2
4
1
5
4
1
3
0
1
3
6
1
4
2
1
4
8
B
/
S
B
/
S
B
/
S
B B
/ /
S S
199
KB001
Kanban A New Approach
Board Status – 11:56 pm
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
2nd Shift
Line 100
1
1
5
4
1
2
0
0
1
2
0
6
1
2
1
2
1
2
1
8
1
2
2
4
1
2
3
0
1
2
3
6
1
2
4
2
1
2
4
8
1
2
5
4
1
0
0
1
0
6
E B
O /
S S
1
1
2
1
1
8
B
/
S
B B
/ /
S S
1
2
4
1
5
4
1
3
0
1
3
6
1
4
2
1
4
8
B
/
S
B
/
S
B
/
S
B B
/ /
S S
200
Inventory Status - 11:56 pm
KB001
Kanban A New Approach
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
201
KB001
Kanban A New Approach
Board Status - 6:00 am Day 2
Lot Box
Part
1
2
3
4
Container #
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
202
8
0
0
KB001
Kanban A New Approach
Inventory Status - 6:00 am Day 2
Part A
Part B
Part C
Part D
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
1 Container
203
KB001
Kanban A New Approach
Lot Size Calculation
Exercise 3
(An Alternative Approach)
204
KB001
Kanban A New Approach
Calculation Exercise Data
Data
Part Monthly Demand Changeover Time
A
10,000
720
B
8,000
600
C
9,000
720
D
11,000
600
Cycle Time
22
23
21
22
Container Size
30
30
30
30
205
KB001
Kanban A New Approach
Available Time
Available Time = Number of hours per Shift - Break Time
Number of Shifts: 2
Number of Breaks Per Shift: 2
Hours Per Shift: 8
Minutes Per Break: 10
Available Time=
206
KB001
Kanban A New Approach
Available Time
Available Time = Number of hours per Shift - Break Time
Number of Shifts: 2
Number of Breaks Per Shift: 2
Hours Per Shift: 8
Minutes Per Break: 10
Available Time = 55,200 ”
207
KB001
Kanban A New Approach
Demand Calculation
Daily Demand =
Monthly Demand
# of Days in Demand Period
Days In Month = 20
Part
A
B
C
D
Total
Monthly Demand
10,000
8,000
9,000
11,000
Daily Demand
208
KB001
Kanban A New Approach
Demand Calculation
Daily Demand =
Monthly Demand
# of Days in Demand Period
Days In Month = 20
Part
A
B
C
D
Total
Monthly Demand
10,000
8,000
9,000
11,000
Daily Demand
500
400
450
550
209
KB001
Kanban A New Approach
Calculating Production Time
Production Time = Cycle Time x Daily Demand
Part
A
B
C
D
Total
Daily Demand
Cycle Time
22”
23”
21”
22”
Production Time
210
KB001
Kanban A New Approach
Calculating Production Time
Production Time = Cycle Time x Daily Demand
Part
A
B
C
D
Total
Daily Demand
500
400
450
550
1,900
Cycle Time
22”
23”
21”
22”
Production Time
11,000”
9,200”
9,450”
12,100”
41,750”
211
KB001
Kanban A New Approach
Calculating Average Changeover Time
Part
A
B
C
D
Total
Daily Demand
Changeover Time
720”
600”
720”
600”
Average C/O Time = Total Changeover Time =
# of Parts Numbers
212
KB001
Kanban A New Approach
Calculating Average Changeover Time
Part
A
B
C
D
Total
Daily Demand
500
400
450
550
1,900
Changeover Time
720”
600”
720”
600”
2,640”
Total
Average C/O Time = Changeover Time = 2,640” = 660”
# of Parts Numbers
4
213
KB001
Kanban A New Approach
Lot Size Calculation
Step 1: Determine The Number of Changeovers per Day
# of C/O per day = Available Time - Production Time
Average Changeover Time
# Of C/O Per Day =
(# of Parts)
/
4
/
(# of Available C/O’s)
=
=
(LOT SIZE)
214
KB001
Kanban A New Approach
Lot Size Calculation
Step 1: Determine The Number of Changeovers per Day
# of C/O per day = Available Time - Production Time
Average Changeover Time
# Of C/O Per Day = 55,200” – 41,750” = 20.38
660”
(# of Parts)
/
4
/
(# of Available C/O’s)
20.38
=
=
(LOT SIZE)
.19
215
KB001
Kanban A New Approach
Lot Size Per Part Number
Part
A
B
C
D
Daily Demand
Lot Size
# in Lot
216
KB001
Kanban A New Approach
Lot Size Per Part Number
Part
A
B
C
D
Daily Demand
500
400
450
550
Lot Size
.19
.19
.19
.19
# in Lot
95
76
85.5
104.5
217
KB001
Kanban A New Approach
Container Lot Size
# of Containers in a Lot =
Lot size
Qty per Cont.
Example:
Lot Size for Part A =
Container Size
= 30
Part A =
Part A Lot Size =
218
KB001
Kanban A New Approach
Questions
A
B
C
D
E
F
Daily Dem an d
L ot S iz e
Cycle T im e
C/O
L ot T im e
T otal Ru n
Part #
1
Container No.
2
3
4
5
G
H
I
Con tain er S iz e M in . / Con tain er C.O . T im e ( m in .)
6
C/O
Calculations
E=(BXC)
F=(D+E)
H=(GXC)/60
I=D/60
Total
A
B
C
D
219
KB001
Kanban A New Approach
Answers
A
B
C
D
E
F
Daily Dem an d
L ot S iz e
Cycle T im e
C/O
L ot T im e
T otal Ru n
500
400
450
550
120
90
90
120
22
23
21
22
720
600
720
600
2640
2070
1890
2640
3360
2670
2610
3240
Part #
A
B
C
D
1
11.0
11.5
10.5
11.0
Container No.
2
3
4
5
22.0 33.0 44.0
23.0 34.5 21.0 31.5 22.0 33.0 44.0
-
G
H
I
Con tain er S iz e M in . / Con tain erC.O . T im e ( m in .)
30.0
30.0
30.0
30.0
6
-
C/O
12.0
10.0
12.0
10.0
Calculations
E=(BXC)
F=(D+E)
H=(GXC)/60
I=D/60
Total
56.0
44.5
43.5
54.0
220
KB001
Kanban A New Approach
Example
1st Shift
6
0
0
6
0
6
6
1
2
6
1
8
6
2
4
6
3
0
6
3
6
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
A:
B:
C:
D:
221
8
0
0
KB001
Kanban A New Approach
Example
6
0
0
6
0
6
6
1
2
A:
B:
C:
I
I
I
I
I
I
D:
I
I
1st Shift
6
1
8
6
2
4
6
3
0
6
3
6
- I
- I
- I
- I
-
-
- I
- I
-
6
4
2
6
4
8
6
5
4
7
0
0
7
0
6
7
1
2
7
1
8
7
2
4
7
3
0
7
3
6
7
4
2
7
4
8
7
5
4
Line 100
222
8
0
0
KB001
Kanban A New Approach
Material Movement
(Focus of On-Time Delivery)
223
KB001
Kanban A New Approach
Internal Material Movement
•Move Card
•Standard Delivery Route
224
KB001
Kanban A New Approach
Move Card
• The move card tells us:
• What to move
• Where to find and take material
• Standard material quantity
• When to move
225
KB001
Kanban A New Approach
Move Card
STORE
ADDRESS
SUPPLIER NAME
PART No.
WORK UNIT ADDRESS
Kanban Signal No. WORK UNIT NAME
QUANTITY
CARD #
226
KB001
Kanban A New Approach
Flow of Move Card
Move Card
Internal
Raw
Material
Store
Production
Work Unit
Needed product
227
Kanban, A new Approach
When Do I Remove the Move Card?
When the first piece
is taken, the Move
card is removed
Move Card
KB001
Kanban A New Approach
Partial Card
A partial card can be any color that attracts
attention.
There is only one partial card for each
component part on a line.
STORE ADDRESS
SUPPLIER
NAME
PART No.
WORK UNIT ADDRESS
Kanban Signal #
WORK UNIT NAME
Partial
229
KB001
Kanban A New Approach
Standard Route of Delivery
Why do we need a standard route of delivery?
•To eliminate waste
•To reduce inventory
•To guarantee on time delivery
230
KB001
Kanban A New Approach
Standard Route of Delivery
Pick
Area
Line 3
Line 1
Line 2
231
KB001
Kanban A New Approach
Standard Route of Delivery
Pick
Area
Line 3
Line 1
Line 2
232
Part No.
Part Name
CC3330
Converter Ass’y
Line
STANDARDIZED WORK CHART
MATERIAL HANDLER
# of Members
4440
Cell Takt Time
Delivery Cycle
60”
1
Date
2
Shifts
Stops
Standard
In-Process
Stock
15’
08/30/99
Manual Time
Daily
Customer
Demand
Bottleneck
920
Raw Material Store
20”
90”
2
Orbital
Welder
Finished
Goods
1
30”
90”
1 30”
Manual
Weld
Bracket
7
240”
30”
Linear Weld
30”
3
30”
Marking
Machine
2”
2”
Rolling
Machine
3
Secure Tig Tack
Wrap Tourniquet
Machine
Press
Sizer
6
90”
90”
Manual
Member Time
1
420”
Walk
Time
Total
Time
480”
900”
4
5
30”
30”
15”
30”
25”
KB001
Kanban A New Approach
How Many Withdrawal Cards Are There?
•The Number of Withdrawal Cards is Based on:
• Time of the standard route of material deliveries
• Usage rate of material by the work unit
• Quantity per container of material
234
KB001
Kanban A New Approach
Calculating Number of Move Cards
•
Delivery Cycle = Time to make standard delivery cycle in hours
•
Quantity per Hour = # of parts produced by the work unit in 1hour based
on target cycle time
•
# of Move Cards = Delivery Cycle x Qty per Hr x 2
Quantity per Container
•One set of cards in Process
•One set of cards in Que
235
KB001
Kanban A New Approach
Number of Move Cards in the System
# of Move Cards = Delivery Cycle x Qty per Hr x 2
Qty per Container
# of Move Cards = 0.5 hour x 100 parts/hour x 2
25 Parts per Container
# of Move Cards = 4
236
KB001
Kanban A New Approach
How Many Withdrawal Cards are in the
System for an Outside Supplier ?
Need to know :
• Agreed upon delivery cycle
• Daily demand
• Quantity per container
• Safety Stock
237
KB001
Kanban A New Approach
Kanban Cycle
Agreed upon delivery cycle
This is usually stated as 3 numbers
A:B:C
In A days
There are B trucks
Parts are returned C shipments after Cards are
sent back to the supplier
238
KB001
Kanban A New Approach
Delivery Cycle
Delivery Cycle
1:2:3
in 1 day : there are 2 deliveries : and parts arrive
3 shipments after cards are sent to supplier
Monday
Tuesday
Wednesday
Thursday
Friday
Truck 1
2
Truck 2
1
3
SUPPLIER
239
KB001
Kanban A New Approach
How Many Withdrawal Cards are in the
System for an Outside Supplier?
# of Supplier = Daily Demand x A x (C+1) + D
Qty per Cont.
B
x
Daily Demand
Qty per Cont.
A: # of days
B: # of trucks
C: when the Cards return
D: Safety Stock
Safety Stock covers problems with delivery due to supplier
240
KB001
Kanban A New Approach
How Many Withdrawal Cards are in the
System for an Outside Supplier?
Daily Demand = 1500pcs
Qty/Cont. = 30pcs per container
A: # of days
Delivery Cycle = 1:2:3
D = .5 Days
C: when the Cards return
B: # of trucks
D: Safety Stock
# of Supplier = Daily Demand x A x (C+1) + D x Daily Demand
Qty per Cont.
B
Qty per Cont.
= 1500pcs
1 x (3+1) +
30pcs per Cont.
2
x
.5 x 1500
30
= 50 Containers x 2 + 25
= 125 Cards
241
KB001
Kanban A New Approach
Supplier Card Flow
Truck
25 cards
Supplier
processing
25 cards
By
using
25 cards
Safety Stock
Truck
25 cards
25 cards
242
KB001
Kanban A New Approach
Supplier Card Calculation
Exercise 4
(Card Requirements)
243
KB001
Kanban A New Approach
How Many Withdrawal Cards are in the
System for an Outside Supplier?
Daily Demand = 2000 pieces
Qty/Cont. = 50 pieces / container
Delivery Cycle =A:B:C
1:6:3
D = .25 days
# of Supplier = Daily Demand x A x (C+1) + D x Daily Demand
Qty/Cont.
B
Qty/Cont
# of Supplier =
244
KB001
Kanban A New Approach
How Many Withdrawal Cards are in the
System for an Outside Supplier?
Daily Demand = 2000 pieces
Qty/Cont. = 50 pieces / container
Delivery Cycle =A:B:C
1:6:3
D = .25 days
# of Supplier = Daily Demand x A x (C+1) + D x Daily Demand
Qty/Cont.
B
Qty/Cont
# of Supplier = 2000 * 1 * (3+1) + .25 * 2000
50
6
50
# of Supplier = (40 containers * .67) + 10
# of Supplier = 36.8 cards = 37 cards (Round up)
245
KB001
Kanban A New Approach
Kanban System Summary
• Key to Successful Information Flow
• Customer
• Internal
• Supplier
• Opportunities for Improvement
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Inventory reduction
Lead-time reduction
Greater flexibility
Better visual management
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Kanban A New Approach
No Pain, No Gain
• The truth about a Kanban System
• Easy to use and follow
• Difficult to implement
• Keys to success in the Kanban System
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Training
Trial and error
Team problem solving
Perseverance
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Kanban A New Approach
Initial Start-Up
• Start at the beginning of the chain and work your way
downstream
• Customer loop
• Internal pull
• Transition to the supplier
• Anticipate problems, they will happen!!!
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Think Long-Term
• Learn the basics first
• Understand the root cause of problems
• Take action after the root cause is clear
• Initial inventory goes up
• Plan out your strategy
• Communicate your plans to upper management
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Kanban A New Approach
Be Prepared to Deliver
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Kanban A New Approach
Get Serious !!!
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