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    Lean Six Sigma Operational - Delegate Workbook

    SSG06101ENUKMS Kanban//Issue 1.1/April 2008 1 The British Standards Institution 2008

    Define

    Pull Systems and the Use ofKanbans

    2

    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Learning Objectives

    At the end of the course delegates will be able to:

    Remember the key Principles of Lean and some of the key

    terms used

    Understand the concept of Flow in a lean system, itsimportance and how a Pull system facilitates flow

    Understand the concept of Kanban and how it can be

    applied to a process

    Understand the advantages a Kanban gives and how a

    simple Kanban system can be initiated

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Agenda

    The Lean Principles

    Maintaining Flow and the Use of Pull Systems

    The Concept of a Kanban System

    Implementation and using Kanban

    Other Kanban related techniques

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    The Five Principles of Lean

    Valueis always defined from the customers perspective

    The Value Stream (and component activities)needed to

    take a product (or service) from customer request to

    completed delivery needs to be identified

    Production or service activity should Flowthrough the

    value stream without any delays

    Pullscheduling so that product is made or a service is

    provided only when the customer wants it is optimum

    All forms of Wasteshould be continuously eliminated from

    any process

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Review of Definitions

    Value & The Value Stream value is quite simply the worth placedon something by the customer, usually in terms of money, ie would they

    pay if they knew we were doing this?..., whilst the value stream is thesequence of steps (process) required to produce the product or service (orin other words value) being provided

    Flow & Pull Systemsflow describes the (hopefully ) continuousmovement of products, services or knowledge through a process thereby

    creating customer value., with a pull system it is the end customer whodictates the process speed, pulling their requirements through the valuestream as and when required.

    Wasteanything that does not add value in the process when viewed

    from the customers perspective (typically broken in to 7 categories;

    transport, inventory, motion, waiting, overproduction, overprocessing and

    defects)

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Maintaining Flow

    When you turn on a tap at home what do you expect?

    A clean consistent flow of water that is safe to drink, is not limited in quantityand is available when needed

    Thats Flow!

    If the water suppliers water filter or a pump breaks, thereby interruptingsupply, as a consumer we are not happy and very much treat it as someoneelses problem (our suppliers!). Also what would happen if we couldnt turnthe tap off?!?

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Flow in the World of Lean In Lean the idea of flow is applied to everything we do, including the design,

    production and delivery of discrete products and services

    Ideally from customer request to product or service delivery the item movescontinually through a series of value added steps unhindered and uninterrupted

    But is the above possible and if so what would it entail?

    Answer:

    One item at a time processing or single piece flow

    No excess inventory or batch sizes greater than one item

    No defects or rework loops

    No equipment breakdowns or stoppages

    Is the above possible in its entirety? Maybe not, but the closer we get the leaner weare

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Pull Systems and KanbanOperation 2

    Operation 1

    Pull UnitsDemand Signal

    PUSH

    Pulling enables control of processes to be better with a reduction in inventory

    PULL

    When you to try to pull a length of rope what happens?

    Uneven

    pockets of

    inventory

    Operation 2

    Operation 1

    Pull UnitsDemand Signal

    Operation 2

    Operation 1

    Pull UnitsDemand Signal

    PUSH

    Pulling enables control of processes to be better with a reduction in inventory

    PULL

    When you to try to pull a length of rope what happens?

    Uneven

    pockets of

    inventory

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    The Push System MentalityI dont know how many hewill order, so I make and Ikeep a stock. Just in case(Waste for the Supplier)

    I dont take any risk of runningout, as you never know.....!! Doyou? (Waste for the Customer)

    I dont know how many hewill order, so I make and Ikeep a stock. Just in case(Waste for the Supplier)

    I dont take any risk of runningout, as you never know.....!! Doyou? (Waste for the Customer)

    10

    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    and its Attributes

    Traditional Batch System Production or Service Delivery might belikened to a meandering stream with a number of stagnant pools ofdiffering sizes). Recognise any of the following:

    Remote production scheduling with constant rescheduling

    A functional layout to the process, where the flow of activity if ever

    mapped (production or service) takes on a boiled spaghetti likeappearance

    Outputs of the process are pushed on to customer (or next activity)to maximise equipment or labour usage

    High levels of inventory, large batch sizes and many perceivedbottlenecks

    Waste and non-value add within the process not recognised(utilisation figures tend to dominate)

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    and some more

    Control culture where the manager is king

    Inflexible and reactive quality control and inspection ethos

    Low performance (often hidden) in cost, quality and deliveryperformance as a result of inconsistent and unpredictableprocesses

    Poor (if any) housekeeping and little skills and employeedevelopment in place

    Firefighting or sticking plaster mentality where people areworking hard (just to stand still)

    Often secretive filtered communication in place

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    The Pull System MentalityI know what he wants and when hewants it and thats what I supply

    (Minimised waste for the Supplier)

    If I can rely on my supplier, why doI need a safety net and excessstock? (Minimised waste for theCustomer)

    Kanban a simple way to circulate information betweencustomer and supplier (internal or external) and to

    synchronise production to consumption

    Order 2

    Order 2

    The Customer/Supplier Contract - the customer expresses his need to the

    supplier according to his consumption., whilst the supplier does not produce ordeliver to the customer until a signal is received for a specified need

    I know what he wants and when hewants it and thats what I supply

    (Minimised waste for the Supplier)

    If I can rely on my supplier, why doI need a safety net and excessstock? (Minimised waste for theCustomer)

    Kanban a simple way to circulate information betweencustomer and supplier (internal or external) and to

    synchronise production to consumption

    Order 2

    Order 2

    I know what he wants and when hewants it and thats what I supply

    (Minimised waste for the Supplier)

    If I can rely on my supplier, why doI need a safety net and excessstock? (Minimised waste for theCustomer)

    Kanban a simple way to circulate information betweencustomer and supplier (internal or external) and to

    synchronise production to consumption

    Order 2

    Order 2

    I know what he wants and when hewants it and thats what I supply

    (Minimised waste for the Supplier)

    If I can rely on my supplier, why doI need a safety net and excessstock? (Minimised waste for theCustomer)

    Kanban a simple way to circulate information betweencustomer and supplier (internal or external) and to

    synchronise production to consumption

    Order 2Order 2

    Order 2Order 2

    The Customer/Supplier Contract - the customer expresses his need to the

    supplier according to his consumption., whilst the supplier does not produce ordeliver to the customer until a signal is received for a specified need

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    and its Attributes

    Continuous Flow or Lean Production or Service Delivery mightbe thought of as a pipeline with rapid flowing water runningthrough it

    Demand & consumption driven process with pull occurring fromthe point of use

    Transparent and visible (easily understood) processes withunidirectional flow

    Closely linked process stages, wherein an activities requirementsare delivered Just in Time (JIT) to point of use

    Utilisation of equipment is based on process time, notmaximisation

    Single piece flow potentially achievable

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    and some more

    Self managed team and empowered workers manage the process

    Elimination of waste and non value add driven culture

    Appropriate cell design for process undertaken

    Proactive quality assurance culture, demanding robust processes,

    standardised practices and good housekeeping

    Team development and skill mapping thought to be key

    Real time, simultaneous information leading to transparency for all

    Which system would you prefer?

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Do the Pull Systems only apply inManufacturing? Lets (in pairs) think about some of the processes that occur in

    your business and try and identify where you can recognise pushsystems in operation.

    Inventory, waiting and queues (usually associated with abottleneck) are obvious pointers.

    You can include paperwork and electronic processes (think pile ofpaperwork, e-mail inbox!), processes that transfer knowledge andinformation, as well as delivery processes can suffer.

    Its not therefore all about processes that produce a tangible good.

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    So a Kanban - What is it? - ADefinition The purpose of a Kanban is to act as an indicator for stock control and

    replenishment based on preset, fixed re-order quantities and levels (for

    anything you care to use the system for)

    The physical manifestation of a Kanban (meaning signal) could be many

    things a bin, pallet or container. In some cases a token, fax or some sort of

    electronic signal is used As a short-term demand driven procurement execution tool the strength of

    Kanban lies in its simplicity and so it should not be onerous to implement

    The kanban card placed in

    the stack indicates

    replenishment is needed at

    that pointRe-order

    Quantity

    The kanban card placed in

    the stack indicates

    replenishment is needed at

    that pointRe-order

    Quantity

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    What a Kanban isnt!

    A Kanban is not a complex and highly intelligent solution as its

    very strength lies in its simplicity

    A Kanban system should not prove difficult to implement and

    demand huge additional resource (if any)

    Implementing a Kanban system will not solve all of the

    problems associated with a process, but it should help flow and

    reduce waste

    A Kanban is not a forecasting tool (as used in Push systems),

    but a demand driven execution tool

    Although heavily implemented in the East it is not a Japanese

    or Oriental creation, nor should it be viewed as novel, new or

    flavour of the month (Supermarkets have used it for years!)

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    The Kanban System and One PieceFlow In a perfect world, one-piece flow (or having a batch size of one) is

    optimum as it reduces inventory to the absolute minimum

    It is demand driven and is facilitated by the introduction of a pull

    system, which can in the longer term elevate the responsiveness,

    flexibility and built-in quality of the process

    Where one-piece flow is not possible Kanbans can be used to pull

    the correct amount of units at the right time

    Continuous improvement (and removal of waste) suggests that

    there should be a continual goal to reduce inventory and therefore

    batch/Kanban size towards the point that one-piece flow is

    achieved

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Advantages of using a KanbanSystem

    Greater customer satisfaction as they receive from theirsupplier exactly what is needed according to theirconsumption

    Acts as an of inventory threshold (max/min) and helpsdevelop a fail safe supply chain with less stock outs that istuned to Takt Time

    Frees up space for value add activities (stock levels are in

    the current minimum required quantities)

    Simplifies stocktaking, reducing the amount of labourneeded

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    and some more

    Simplifies logistics as a fixed lot size tied to the re-

    order quantity allows for an order diary

    Aids production predictability and allows for better

    usage of SMED techniques and reliability (ofmachines) planning and improvement

    Reduces administration and can facilitate a move

    to paperless commerce eg a 2 bin system with

    the empty box as the order, taken direct from

    point of use

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Using a simple Kanban System (1)

    Step 1 Operator takes from thenearest (pick side) containeruntil it is empty (two-bin

    method where the empty binacts as a signal)

    Pick

    side

    Load

    side

    Step 2 The empty container is moved to theempty container returns area

    Empty bin

    returns area

    Step 3 The operator

    pulls the full (loadside) container intothe nearest location

    and continues to pickfrom that

    Pic k side L oad

    side

    Empty Full

    Empty FullEmpty

    Full Full

    Step 4 A full container, taken from thepick side of the feeder store is placedon the load side at the point of use

    lllll lllll

    Pick side Load sideFull

    Step 1 Operator takes from thenearest (pick side) containeruntil it is empty (two-bin

    method where the empty binacts as a signal)

    Pick

    side

    Load

    side

    Step 2 The empty container is moved to theempty container returns area

    Empty bin

    returns area

    Step 3 The operator

    pulls the full (loadside) container intothe nearest location

    and continues to pickfrom that

    Pic k side L oad

    side

    EmptyEmpty FullFull

    EmptyEmpty FullFullEmptyEmpty

    FullFull FullFull

    Step 4 A full container, taken from thepick side of the feeder store is placedon the load side at the point of use

    lllll lllll

    Pick side Load sideFullFull

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Using a simple Kanban System (2)Pick side Load side

    Step 5 When the pick side of the

    feeder store is empty the load side is

    pulled across

    lllll lllll

    Step 6 A new order, sent

    electronically to the supplier or

    agent, is then triggered by swiping

    the bar code (a Kanban -card

    method that uses an e -card)lllll lllll

    Pick side Load side

    Big Parts Ltd.

    Step 7 The replacement Kanban is

    delivered and placed in the feeder

    store on the load side

    lllll lllll

    Pick side Load side

    Big Parts Ltd.Big Parts Ltd.

    Pick side Load sideStep 5 When the pick side of the

    feeder store is empty the load side is

    pulled across

    lllll lllll

    Step 6 A new order, sent

    electronically to the supplier or

    agent, is then triggered by swiping

    the bar code (a Kanban -card

    method that uses an e -card)lllll lllll

    Pick side Load side

    Big Parts Ltd.Big Parts Ltd.

    delivered and placed in the feeder

    store on the load side

    lllll lllll

    Pick side Load side

    Big Parts Ltd.Big Parts Ltd.Big Parts Ltd.Big Parts Ltd.

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Developing a Kanban System

    Identify as productunit/ service type

    numbers

    Identify as productunit/ service type

    numbers

    STARTSTART

    A. Identify thesupplier or location

    for each unitnumber / service

    step

    A. Identify thesupplier or location

    for each unitnumber / service

    step

    B. Carry out theRRS/usage profileanalysis and select

    the key unit /service step

    numbers for theKanban pilot

    B. Carry out theRRS/usage profile

    analysis and selectthe key unit /service step

    numbers for theKanban pilot

    C. Ascertain thedelivery lead timeand the suppliers /providers and EOQ

    /EPQ for eachselected unit /

    service type number

    C. Ascertain thedelivery lead timeand the suppliers /providers and EOQ

    /EPQ for eachselected unit /

    service type number

    D. Determine theROP and ROQ foreach unit number /service step andweeks / days of

    cover

    D. Determine theROP and ROQ foreach unit number /service step andweeks / days of

    cover

    E. Develop the futureprocess and

    procedure, layoutand flow and carry

    out risk analysis

    E. Develop the futureprocess and

    procedure, layoutand flow and carry

    out risk analysis

    F. Train internalpersonnel and

    consult/train therelevant suppliers

    F. Train internalpersonnel and

    consult/train therelevant suppliers

    G. Implement andmonitor

    performance

    G. Implement andmonitor

    performance

    First some Definitions: RRS Runners (frequent demand), Repeaters (regular demand) andStrangers (rare demand), EOQ - Economic Order quantity, EPQ Economic Processing

    Quantity (for a service), ROP/ROQ - Re-Order Point and Quantities

    Identify as productunit/ service type

    numbers

    Identify as productunit/ service type

    numbers

    STARTSTART

    A. Identify thesupplier or location

    for each unitnumber / service

    step

    A. Identify thesupplier or location

    for each unitnumber / service

    step

    B. Carry out theRRS/usage profileanalysis and select

    the key unit /service step

    numbers for theKanban pilot

    B. Carry out theRRS/usage profile

    analysis and selectthe key unit /service step

    numbers for theKanban pilot

    C. Ascertain thedelivery lead timeand the suppliers /providers and EOQ

    /EPQ for eachselected unit /

    service type number

    C. Ascertain thedelivery lead timeand the suppliers /providers and EOQ

    /EPQ for eachselected unit /

    service type number

    D. Determine theROP and ROQ foreach unit number /service step andweeks / days of

    cover

    D. Determine theROP and ROQ foreach unit number /service step andweeks / days of

    cover

    E. Develop the futureprocess and

    procedure, layoutand flow and carry

    out risk analysis

    E. Develop the futureprocess and

    procedure, layoutand flow and carry

    out risk analysis

    F. Train internalpersonnel and

    consult/train therelevant suppliers

    F. Train internalpersonnel and

    consult/train therelevant suppliers

    G. Implement andmonitor

    performance

    G. Implement andmonitor

    performance

    First some Definitions: RRS Runners (frequent demand), Repeaters (regular demand) andStrangers (rare demand), EOQ - Economic Order quantity, EPQ Economic Processing

    Quantity (for a service), ROP/ROQ - Re-Order Point and Quantities

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Kanban Rule 1

    The downstreamprocess pulls therequired unitsfrom the upstreamProcess in the

    agreed quantitiesat the appropriatepoint in time.

    Part:

    a

    1box

    Part:

    a

    1box

    Part:a

    1 box

    The card says 1 box,so the others stay here.

    Part:

    a

    1box

    receiving

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Kanban Rule 2

    The upstreamprocess producesor delivers itemsonly in thequantitieswithdrawn by thedownstreamprocess. Thisis indicated by thenumber of Kanbancards in theirreceiving tray).

    There is one more kanban card here, soI need to make one box more

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

    There is one more kanban card here, soI need to make one box more

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

    There is one more Kanban card here, soI need to make one box more

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Kanban Rule 3

    Nothing is transported orproduced without a Kanbandemand signal. This helpsin preventingoverproduction and

    excessive stocks and / ormovement of goods. NoteKanban can be used toregulate delivery & flow orwhether an actual VAoperation takes place.

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

    There are no more cards, so I

    need to stop producing.

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Kanban Rule 4Kanban cardsalwaysaccompany theitemsthemselves asthey also serve

    as anidentificationtag authorisingthe need for theitems.

    Part:

    a

    1box

    Part:

    a

    1box

    Part:a

    1 box

    Part:a

    1box

    receiving

    This is the correctbox of parts accordingto the information onthe withdraw Kanbancard

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Kanban Rule 5

    This units defective.It needs to be fixed

    beforeit moves on.

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    A

    1box

    Defectives arenever passed onto thedownstreamprocess and

    every item mustbe of anacceptablequality.

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Kanban Rule 6

    The Kanbanbatch size andnumber ofKanbans shouldbe minimisedwhere possible,thereby reducingtotal throughputtime and the cost

    of inventory.

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:a

    1 box

    Reduced Kanban sizemeans less inventory

    and quicker throughput times!

    Part:

    a

    1box

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:a

    1 box

    Reduced Kanban sizemeans less inventory

    and quicker throughput times!

    Part:

    a

    1box

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:a

    1 box

    Reduced Kanban sizemeans less inventory

    and quicker throughput times!

    Part:

    a

    1box

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1box

    Part:a

    1 box

    Reduced Kanban sizemeans less inventory

    and quicker throughput times!

    Part:

    a

    1box

    receiving

    Part:

    a

    1box

    Part:

    a

    1box

    Part:

    a

    1boxP

    art:a

    1box

    30

    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Typical Information on a KanbanCardA Kanban card, which acts as a signal, is acommunication device and therefore holdssome key information about the item involvedand supplier & customer.

    The number of items in thecontainerItem Reference NumberThe Supplier & CustomerThe number of the card(alphanumeric & barcode)

    The number of items in thecontainerItem Reference NumberThe Supplier & CustomerThe number of the card(alphanumeric & barcode)

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    How will Kanban Batch Size beCalculated? The demand profile for each unit or service element is investigated taking

    account of historical needs and/or future forecasts of requirements

    A weekly or monthly demand profile is created, which must include any fallout due to poor quality (as a contingency)

    In the case of a product each container will hold a certain period of stock.

    Multiple containers, or a number of Kanbans (each with a card), willpotentially hold days or weeks of stock when full

    In a service environment we may think of number of items that can or arehandled economically and in good time in a process step as stock for thatstep to process

    In a product driven environment an interim target for a stock level ofbetween 6-7 weeks is not unusual, giving a stock turn of Kanban items of 7to 8 weeks typically

    Note: You will never get Kanban sizing exactly right.Its a balancing act between keeping yourstocks low and never letting your customers down. But you can tackle and refine it gradually - PeterVarnsverry

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Calculating the Number ofKanbans Needed Kanban size typically refers to the number of items associated with each

    Kanban (affected by process type, EOQ and logistics).

    The number of Kanbans (or cards) needed has to be calculated.

    Although over time this number should be reduced leading to a reduction ininventory. The calculation is:

    Number Required is equal to:

    (Average Demand per Unit Time) x Total Supply Time (Order to Delivery) x 1-Buffer Time (always

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    How is a Kanbans PerformanceMeasured?Some examples are given below:

    Number of stock outs over a given period.

    Number Kanban demands triggered over a particular timeperiod: This will give a measure of a Kanbans logisticalaccuracy ie ROP, ROQ and Safety Stock and any changingmarket demand in terms of RRS.

    Supplier Response Time or Total Supply Time: The totaltime from when the demand was sent until the receipt of the

    total quantity of the requirement. Agreed prior to systemlaunch in order to calculate the number of Kanban cards.

    The level of quality typically achieved, eg, ppm, yield, sigmalevel.

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Use of a Kanban Schedule Board

    When Kanban cards are received fromcustomers they are put in the slotsfrom top to bottom

    Each column & number represents adifferent item that will be required (inmulti-item scenarios, level schedulingor Heijunka (a little of everything everyday) is applied

    The Green & Red Zones give thenumber of Kanbans that are held,whilst the Red Zone signifies when anitem is almost out of stock (safetyzone) and should be prioritised

    The board allows the real consumptionof the customer to become clearlyevident as it does the amount of Workin Progress (WIP)

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Use of a Supermarket toControl Inventory

    The board can be replaced by asupermarket where processconstraints prohibit continuous flow(eg where one supplier servicesmany value streams)

    The supermarket is owned by thesupplier and acts like a corner shopgrocery in that every item has afixed location and amount.

    The Kanban signal is effectivelywhen the customer makes apurchase suggesting upstreamreplenishment should be started

    Supermarkets should be carefully

    located to minimise transport waste

    Strict policing of locations andquantities of stock held aremaintained

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    SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008

    Summary

    One piece flow is demand driven (pull system), and uses batchsizes of one versus a forecast and plan oriented production system(push system) that uses larger batch sizes

    From a Lean viewpoint one-piece flow is optimal as inventory isreduced as is cycle time

    One piece flow is not always possible, in which case a Kanbansystem should be considered

    Differing types of Kanbans exist, for example some trigger anoperation (production) and others trigger the movement of stock(flow)

    In Lean the goal is always to reduce inventory by reducing numberof Kanbans