Kanban A New Approach Tool for Information Flow

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Kanban A New Approach(Tool for Information Flow)
2
Agenda
Time
Topic/Activity
800 AM 805 AM 820 AM 905 AM 920
AM 1005 AM 1020 AM 1115 AM 1215 PM 100 PM
200 PM 245 PM 300 PM 400 PM 445 PM
500 PM 530 PM 545 PM
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
3
Introductions
Name Years of Service Current Position
4
Kanban System

• Based on Toyota Production System
• Driven by External Customers
• Addresses Constraints Bottlenecks
• 1. Understanding our Capabilities
• 2. Lot Size Production

5
Overview

• Supporting Company Strategy
• Understanding Customer Needs
• Internal Kanban System
• Signaling the Supplier

6
The Objective
Lower Inventory / Reduced Lead-Time
Pull of Product Based on Usage
Create Information System that Supports Lean
Principles
7
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

8
Supporting Company Strategy

• Elimination of Waste
• Overproduction
• Material movement
• Inventory
• Transition to Just-in-Time
• Kanban system
• Kanban signals

9
Key Assumptions

• Production schedules will always change
• Production will never go according to schedule
• It is human nature to overproduce

10
Offsetting the Assumptions

• Kanban System
• Withdraw only what you need
• Replenish what is taken
• Overall Benefits
• Flexibility in production
• Prevents overproduction
• Reduces inventory

11
Information Flow
12
The Kanban Signal

• The Kanban signal tells us

When to make it!
When to move it!
13
Kanban System
Withdrawal Card
Production Card
Customer Process
Supplying Process
product
product
Finished Goods Store
14
Withdrawal Kanban Signal

• Tells us
• When to move
• What to move
• Where to move
• How much to move

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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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Customer Kanban Signal Information

• Supplier
• Quantity
• Supplier Number
• Card Number
• Kanban Signal Number

• Container Type
• Part Number
• Description
• Storage Location
• Storage Address

17
Customer Kanban Signal
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Flow of Customer Kanban Signal
Customer Kanban Signal
Plant Finished Goods Store
External Customer
needed product
19
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)

20
Move Kanban Signal
WORK UNIT ADDRESS
STORE ADDRESS
SUPPLIER NAME
WORK UNIT NAME
Kanban Signal No.
PART No.
CARD
QUANTITY
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Flow of Move Kanban Signal
Move Kanban Signal
Internal Raw Material Store
Production Work Unit
needed product
22
Supplier Kanban Signal Information

• Supplier Name
• Part Number
• Part Name
• Customer
• Storage Address
• Work Unit Address
• Quantity per Container
• Card Number
• Kanban Signal Number

23
Supplier Kanban Signal
24
Flow of Supplier Kanban Signal
Supplier Kanban Signal
External Supplier Finished Goods Store
Internal Raw Material Store
needed product
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Flow of Withdrawal Kanban Signals
Supplier Signal
Move Signal
Customer Signal
External Supplier
Internal Raw Materials Store
Internal Production Work Unit
Plant Finished Goods Store
External Customer
needed product
needed product
needed product
needed product
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Production Kanban Signal

• Tells Us
• When to make
• What to make
• How much to make

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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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Production Card Information

• Store Address
• Kanban Signal Number
• Work Unit Name
• Part Number
• Quantity
• Card Number

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Production Card
STORE ADDRESS
Kanban Signal No.
WORK UNIT NAME
QUANTITY
CARD
PART No.
30
Signal (Triangle) Information

• Work Unit Name
• Part Number
• Container Type
• Quantity
• Process Time
• Lot Size
• Order Point
• Kanban Signal Number

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Signal (Triangle)
WORK UNIT NAME
PART No.
PROCESSING TIME FOR 1 LOT
QUANTITY
CONTAINER TYPE
LOT SIZE
ORDER POINT
of containers to produce
Where the signal is placed in inventory
Kanban Signal
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Flow of Production Kanban Signals
Triangle Signal
Production Signal
Move Signal
Internal Sub Assembly Work Unit Store
Internal Final Assembly Work Unit
Finished Goods Store
Internal Sub Assembly Work Unit
needed product
needed product
needed product
33
Kanban Signal Flow
Sub Stores
Sub Assembly Work Unit
Production Kanban Signal
Move
Finished Assembly Work Unit
Triangle Kanban Signal
34
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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Temporary Kanban Signal Card
STORE ADDRESS
Kanban Signal No.
WORK UNIT NAME
PART No.
CARD
QUANTITY
36
Summary of Kanban Types

• Production
• - Production Kanban Signal
• - Signal (Triangle)
• - Temporary Kanban Signal

• Withdrawal
• - Customer Kanban Signal
• - Move Kanban Signal
• - Supplier Kanban Signal

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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 System Simulation

• Exercise 1
• (Without Leveling)

39
Kanban System Simulation - Exercise 1

• Objective
• To gain an understanding of Kanban System card
  transfer, exchange, and loop location

40
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

41
Kanban System Simulation - Exercise 1 Activity
Pieces

• 35 Plastic bowls
• 73 White Lego Blocks
• 35 Yellow Lego Blocks
• 5 Customer Cards
• 18 Place Mats

• 13 Production Cards
• 8 Move Cards
• 4 Supplier Cards
• 5 Signal Posts
• 5 Order Cards

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Activity Layout - Exercise 1
43
Activity Layout - Exercise 1Card Types
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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

45
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

46
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

47
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 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

49
Kanban System Simulation - Exercise 1 Roles

• Material Handler 2
• Pick up Move Cards and empty containers from
  sub-assembly 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

50
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

51
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

52
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

53
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 System Simulation - Exercise 1Customer
Orders vs Capacity
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The Customer

• (Starting Point for a Kanban System)

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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

57
Anticipated Requirements

• What information do we need?
• Customer demand for the month
• Number of days in demand period

Note 900 units / 2 shifts 450 units per shift
58
Takt Time
Sets pace of production to match customer demand
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Producing to Customer Demand
Production Card
Customer Card
Production Work Unit
Customer
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Analyze Actual Requirements

• Anticipated Demand vs. Actual Demand

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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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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
Truck 3
Truck 4
Truck 1
600 1000
1430 1600
2100 2430

Truck Times 1 - 600 3 1600 2
- 1000 4 2100
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Replenishment Capability

• Truck Pick-up Times
• 1. 600 2. 1000 3. 1600 4.
  2100
• Replenishment Capability Based on Takt Time
• 2100 - 2430 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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Leveling Post
1
2
3
4
Buffer Stock

1 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16 17 18 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
6
7
7
7
7
7
7
8
6
6
6
6
6
6
6
6
6
7
7
7
7
1st Shift
0
2
0
0
1
1
4
0
1
2
3
3
4
4
5
0
1
4
3
3
5
0
4
6
0
8
2
8
0
8
4
0
6
2
8
4
6
2
2
6
0
4
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
7
7
7
7
7
7
8
6
6
6
6
6
6
6
6
6
7
7
7
7
0
2
0
0
1
1
4
0
1
2
3
3
4
4
5
0
1
4
3
3
5
0
4
6
0
8
2
8
0
8
4
0
6
2
8
4
6
2
2
6
0
4
Line 100
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Leveling Customer Demand
Forecast
Leveling Post
Takt Time 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
Forecast
Leveling Post
Takt Time Post
P
Production Work Unit
Customer
B
S
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Leveling

• Benefits
• Neutralizes fluctuation from
• Customers 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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Objective

• To establish a pull system of production that
  levels the demand of the customer to meet
  production capabilities

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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
Takt Time Post
82
Visual Aid Layout - Day 2 (600 am)
Leveling Post
Takt Time Post
83
Visual Aid Layout - Day 2 (600 am - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 2 (1000 am)
Leveling Post
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Visual Aid Layout - Day 2 (1000 am - continued)
Leveling Post
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Visual Aid Layout - Day 2 (1000 am - continued)
Leveling Post
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Visual Aid Layout - Day 2 (400 pm)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 2 (400 pm - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 2 (900 pm)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 2 (900 pm - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 2 (900 pm - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 2 (End of 2nd Shift)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 2 (End of 2nd Shift -
cont.d)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (600 am)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (600 am - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (1000 am)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (1000 am - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (1000 am - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (400 pm)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (400 pm - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (900 pm)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (900 pm - continued)
Leveling Post

Takt Time Post
1 1 5 4
1 4 2
1 4 8


B / T
B / T



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Visual Aid Layout - Day 3 (900 pm - continued)
Leveling Post
Takt Time Post
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Visual Aid Layout - Day 3 (End of 2nd Shift)
Leveling Post
Takt Time Post
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Kanban System Simulation

• Exercise 2
• (With Leveling)

106
Kanban System Simulation - Exercise 2

• Objective
• To gain an understanding of the method and
  benefits of leveling

107
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

108
Kanban System Simulation - Exercise 2Activity
Pieces

• 36 Plastic bowls
• 75 White Lego Blocks
• 36 Yellow Lego Blocks
• 5 Customer Cards
• 11 Production Cards
• 18 Place Mats

• 3 Buffer Stock Cards
• 8 Move Cards
• 4 Supplier Cards
• 5 Signal Posts
• 1 Leveling Post
• 5 Order Cards

109
Activity Layout - Exercise 2
110
Activity Layout - Exercise 2Card Types
(3) Production Cards (3) Buffer Stock Cards
Production Cards
Supplier Cards
Production Cards
Customer Cards
Move Cards
Move Cards
111
Kanban System Simulation - Exercise 2Roles

• 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

112
Kanban System Simulation - Exercise 2Roles

• 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

113
Kanban System Simulation - Exercise 2Roles

• Manager
• Focus on improving operations

114
Kanban System Simulation - Exercise 2Customer
Orders vs Capacity
115
Internal Kanban System

• (Operating The Internal System)

116
Internal Kanban System

• Production Instruction
• Production Card
• Signal (Triangle)
• Material Movement
• Move Card
• Delivery system

117
Kanban SignalTool To Trigger Production

• Production Card
• High level of capability in the work unit
• Production of parts in any order

118
ProducingCard 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

119
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

120
Flow of the Production Card
Production Card
Supplying Process
product
121
Kanban SignalTool to Trigger Production

• Signal (Triangle)
• Long changeover times
• Production in lot size

122
Production by Lot Size
Withdrawal Period
1st
2nd
3rd
4th
A
B
C
C
C
A
A
B
C
B
A
B
Direct Relationship between Changeover times and
Inventory Levels
123
Signal (Triangle)
PART No.
WORK UNIT NAME
PROCESSING TIME FOR 1 LOT
QUANTITY
CONTAINER TYPE
LOT SIZE
ORDER POINT
of containers to produce
Where the signal is placed in inventory
Signal
124
Signal Triangle

• When using the Signal Triangle, every part number
  on the work unit has its 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

125
Lot Size Production

• Signal Instructs the Work Unit
• When to produce the part
• How many to produce at one time

126
Elements Required to Determine the Lot Size

• Available Time
• Monthly Demand for Each Part Number
• Production Time for Each Part Number
• Average Changeover Time

127
Available Time
Available Time (Number of Hours per Shift)
(Break Time)
Number of Shifts 2 Hours per Shift 8 Number of
Breaks per Shift 2 Minutes per Break 10
57,600 seconds - 2,400 seconds 55,200 seconds
128
Demand Calculation
Daily Demand Monthly Demand
of Days in Demand
Period
Days in Month 20
Part Monthly Demand Daily Demand A
4000 pcs 200 pcs B 6000 pcs
300 pcs C 8000 pcs 400
pcs D 12000 pcs 600 pcs Total
30000 pcs ???? pcs
129
Demand Calculation
Daily Demand Monthly Demand
of Days in Demand
Period
Days in Month 20
Part Monthly Demand Daily Demand A
4000 pcs 200 pcs B 6000 pcs
300 pcs C 8000 pcs 400
pcs D 12000 pcs 600 pcs Total
30000 pcs 1500 pcs
130
Calculating Production Time
Production Time Cycle Time x Daily Demand
Part Daily Demand Cycle Time Production
Time A 200 28.5 5700 B
300 28.0 8400 C 400 30.5
12200 D 600 32.0
19200 Total 1500 30.3
??????
131
Calculating Production Time
Production Time Cycle Time x Daily Demand
Part Daily Demand Cycle Time Production
Time A 200 28.5 5700 B
300 28.0 8400 C 400 30.5
12200 D 600 32.0
19200 Total 1500 30.3 45500
132
Calculating Average Changeover Time
Part Daily Demand Changeover Time A
200 900 seconds B 300
600 seconds C 400 720
seconds D 600 600
seconds Total ???? ???? seconds
Total
Average C/O Time Changeover Time ????
??? of Parts Numbers ?
133
Calculating Average Changeover Time
Part Daily Demand Changeover Time A
200 900 seconds B 300
600 seconds C 400 720
seconds D 600 600
seconds Total 1500 2820 seconds
Total
Average C/O Time Changeover Time 2820
705 of Parts Numbers 4
134
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 ????? - ????? ???
C/Os
???
( of Parts)
( of Available C/Os)
/

(LOT SIZE)
(?)
(???)

??? Days
/
135
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
13.7 C/Os
705
( of Parts)
( of Available C/Os)
/

(LOT SIZE)
(4)
(13.7)

.29 Days
/
136
Lot Size per Part Number
Part Daily Demand Lot Size
in Lot A 200 0.29 days
58 pcs B 300
0.29 days 87 pcs C 400
0.29 days 116 pcs D
600 0.29 days 174 pcs
137
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
138
Order Point

• The order point determines how much inventory is
  needed in the stores to cover customer
  requirements during the work units 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

139
Signal (Triangle)
Pull from Top
Remove Signal Triangle when this container is
pulled!!
140
Order Point Calculation
(Daily Demand x Downtime Percentage) Order
Point Quantity per Container
Daily Demand 200pcs (200 x .20)
1.33 Peak Downtime Percentage 20
30 Quantity per Container 30pcs
Order Point 2
Round Up to Next Full Container
141
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 ?
142
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
143
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 its 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

144
(No Transcript)
145
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
146
Flow Of The Signal ( Triangle)
Customer Pulling
A
C
Now
Next
A
B
D
C
Signal Board
B
Collection Box
A B C D
Roll Cut Stores
Roll Cut Work Unit
147
Lot Box Production

• An Alternative Approach for Increased Visual
  Management

148
Lot Box Production Flow
Production Card
Lot Box
Supplying Process
product
149
The Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Zero Inventory
Order Point
Production Cards
150
Work Unit Kanban Post
1st Shift
6
7
7
7
7
7
7
8
6
6
6
6
6
6
6
6
6
7
7
7
7
0
2
0
0
1
1
4
0
1
2
3
3
4
4
5
0
1
4
3
3
5
0
4
6
0
8
2
8
0
8
4
0
6
2
8
4
6
2
2
6
0
4
Line 100
C/O Card
Part D
Part A
C/O Card
151
(No Transcript)
152
Example for Part C
6
7
7
7
7
7
7
8
6
6
6
6
6
6
6
6
6
7
7
7
7
1st Shift
0
2
0
0
1
1
4
0
1
2
3
3
4
4
5
0
1
4
3
3
5
0
4
6
0
8
2
8
0
8
4
0
6
2
8
4
6
2
2
6
0
4
Line 100
A I - I - - B I - I -
- I - - C I - I - - I -
I - - D I - - I - - I
- I - - I - I - -
153
Lot Box Production

• Visual Aid 2
• (An Alternative Approach)

154
Objective

• To visually demonstrate the flow of Cards based
  on lot size production using the Lot Box as a
  tool for instruction to produce.

155
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

156
Visual Aid Layout
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
157
Visual Aid Layout Inventory Status
158
Part Withdrawal Timing
Part A 810 am 1038 am 136 pm 554 pm 822
pm 1110 pm
Part B 732 am 914 am 1046 am 1248 pm 230
pm 602 pm 744 pm 916 pm 1118 pm 100 am
Part C 709 am 818 am 937 am 1046 am 1225
pm 144 pm 453 pm 602 pm 721 pm 830 pm 1009
pm 1118 pm 1237 am
Part D 628 am 714 am 800 am 856 am 942 am
1028 am 1144 am 1230 pm 126 pm 212
pm 458 pm 544 pm 630 pm 726 pm 812 pm 858
pm 1014 pm 1100 pm 1156 am 1242 am
159
Board Status - 600 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
160
Board Status 600 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
6 0 0
7 2 4
7 0 6
7 0 0
7 1 8
7 1 2
7 4 8
8 0 0
6 1 8
6 2 4
6 3 0
6 3 6
6 4 2
6 4 8
6 5 4
6 0 6
6 1 2
7 4 2
7 3 6
7 3 0
7 5 4
Line 100
161
Inventory Status - 600 am
162
Board Status - 642 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
163
Board Status - 642 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
B / T
B / T
Line 100
164
Inventory Status - 642 am
165
Board Status - 842 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
166
Board Status - 842 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
Line 100
167
Inventory Status - 842 am
168
Board Status 954 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
169
Board Status 954 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 0 4 2
1 0 4 8
1 0 1 8
1 0 5 4
1 0 0 0
1 0 0 6
1 0 1 2
1 0 2 4
1 0 3 0
1 0 3 6
1 1 0 0
1 1 0 6
1 1 1 2
1 1 1 8
1 1 2 4
1 1 0 0
1 1 0 6
1 1 1 2
1 1 1 8
1 1 2 4
9 5 4
1st Shift
L / T
L / T
L / T
L / T
L / T
Line 100
170
Inventory Status 954 am
171
Board Status 1048 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
L / T
L / T
L / T
L / T
L / T
172
Board Status 1048 am
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 2 3 6
1 2 4 2
1 2 1 2
1 2 1 8
1 2 4 8
1 1 3 0
1 1 4 2
1 1 5 4
1 1 2 4
1 1 3 6
1 2 2 4
1 2 3 0
1 1 1 8
1 0 4 8
1 0 5 4
1 1 0 0
1 1 0 6
1 1 1 2
1 1 4 8
1 2 0 0
1 2 0 6
1st Shift
L / T
L / T
L / T
L / T
L / T
Line 100
173
Inventory Status 1048 am
Part B
Part C
Part A
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
174
Board Status - 1202 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
175
Board Status - 1202 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 2 0 0
1 2 3 0
1 2 3 6
1 2 0 6
1 2 2 4
1 2 4 2
1 2 4 8
1 2 5 4
1 0 0
1 1 2
1 1 8
1 2 4
1 3 0
1 4 2
1 5 4
2 0 0
2 0 6
1 2 1 2
1 2 1 8
1 0 6
1 3 6
1st Shift
B / T
B / T
Line 100
176
Inventory Status - 1202 pm
177
Board Status 158 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
3 5 4
3 4 8
1 5 4
2 0 0
3 4 2
3 3 0
3 1 2
3 2 4
3 1 8
3 3 6
2 1 2
2 1 8
2 2 4
3 0 6
2 0 6
2 3 0
2 3 6
2 4 2
2 4 8
2 5 4
3 0 0
1st Shift
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
E O S
B / S
Line 100
178
Board Status 158 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
3 5 4
3 4 8
1 5 4
2 0 0
3 4 2
3 3 0
3 1 2
3 2 4
3 1 8
3 3 6
2 1 2
2 1 8
2 2 4
3 0 6
2 0 6
2 3 0
2 3 6
2 4 2
2 4 8
2 5 4
3 0 0
1st Shift
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
B / S
E O S
B / S
Line 100
179
Inventory Status 158 pm
Part B
Part C
Part A
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
180
Board Status - 430 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
6 2 4
6 3 0
6 1 8
5 3 6
5 4 8
5 4 2
4 3 6
4 4 2
4 4 8
4 3 0
5 3 0
6 1 2
6 0 6
5 5 4
6 0 0
4 5 4
5 0 0
5 0 6
5 1 2
5 1 8
5 2 4
2nd Shift
Line 100
181
Inventory Status - 430 pm
Part B
Part C
Part A
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
182
Board Status - 506 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
7 0 0
7 0 6
6 5 4
6 1 2
6 2 4
6 1 8
5 1 2
5 1 8
5 2 4
5 0 6
6 0 6
6 4 8
6 4 2
6 3 0
6 3 6
5 3 0
5 3 6
5 4 2
5 4 8
5 5 4
6 0 0
2nd Shift
B / T
B / T
Line 100
183
Inventory Status - 506 pm
184
Board Status - 606 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
7 5 4
8 0 0
7 4 8
7 0 6
7 1 8
7 1 2
6 0 6
6 1 2
6 1 8
6 0 0
7 0 0
7 4 2
7 3 6
7 2 4
7 3 0
6 2 4
6 3 0
6 3 6
6 4 2
6 4 8
6 5 4
2nd Shift
B / T
B / T
Line 100
185
Board Status - 606 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
7 5 4
8 0 0
7 4 8
7 0 6
7 1 8
7 1 2
6 0 6
6 1 2
6 1 8
6 0 0
7 0 0
7 4 2
7 3 6
7 2 4
7 3 0
6 2 4
6 3 0
6 3 6
6 4 2
6 4 8
6 5 4
2nd Shift
B / T
B / T
Line 100
186
Inventory Status - 606 pm
187
Board Status 642 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
8 3 6
8 4 2
8 3 0
7 4 8
8 0 0
7 5 4
6 4 8
6 5 4
7 0 0
6 4 2
7 4 2
8 2 4
8 1 8
8 0 6
8 1 2
7 0 6
7 1 2
7 1 8
7 2 4
7 3 0
7 3 6
2nd Shift
B / T
B / T
Line 100
188
Board Status 642 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
8 3 6
8 4 2
8 3 0
7 4 8
8 0 0
7 5 4
6 4 8
6 5 4
7 0 0
6 4 2
7 4 2
8 2 4
8 1 8
8 0 6
8 1 2
7 0 6
7 1 2
7 1 8
7 2 4
7 3 0
7 3 6
2nd Shift
B / T
B / T
Line 100
189
Inventory Status - 642 pm
Part B
Part D
Part A
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
1 Container
190
Board Status 830 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 0 3 0
1 0 2 4
1 0 1 8
1 0 1 2
1 0 0 6
1 0 0 0
9 3 6
9 4 8
9 4 2
8 3 6
8 4 2
8 4 8
8 3 0
9 3 0
9 5 4
8 5 4
9 0 0
9 0 6
9 1 2
9 1 8
9 2 4
2nd Shift
L / T
L / T
L / T
L / T
L / T
Line 100
191
Board Status 830 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
192
Inventory Status - 830 pm
Part B
Part C
Part D
Part A
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
To be filled At 832.5
193
Board Status 1012 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
194
Board Status 1012 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
195
Inventory Status - 1012 pm
Part B
Part A
Part D
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
1 Container
1 Container
196
Board Status 1106 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 0 6
1 0 0
1 2 5 4
1 2 3 0
1 2 1 2
1 2 2 4
1 2 1 8
1 1 0 6
1 2 0 0
1 1 4 8
1 2 4 8
1 2 4 2
1 2 3 6
1 1 1 2
1 1 1 8
1 1 2 4
1 1 3 6
1 1 4 2
1 1 5 4
1 2 0 6
1 1 3 0
2nd Shift
B / T
B / T
E O S
B / S
Line 100
197
Board Status 1106 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 0 6
1 0 0
1 2 5 4
1 2 3 0
1 2 1 2
1 2 2 4
1 2 1 8
1 1 0 6
1 2 0 0
1 1 4 8
1 2 4 8
1 2 4 2
1 2 3 6
1 1 1 2
1 1 1 8
1 1 2 4
1 1 3 6
1 1 4 2
1 1 5 4
1 2 0 6
1 1 3 0
2nd Shift
B / T
B / T
E O S
B / S
Line 100
198
Inventory Status - 1106 pm
Part B
Part A
Part D
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
1 Container
1 Container
1 Container
199
Board Status 1156 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 5 4
1 4 8
1 4 2
1 1 8
1 0 0
1 1 2
1 0 6
1 1 5 4
1 2 4 8
1 2 3 6
1 3 6
1 3 0
1 2 4
1 2 0 0
1 2 0 6
1 2 1 2
1 2 2 4
1 2 3 0
1 2 4 2
1 2 5 4
1 2 1 8
2nd Shift
B / S
B / S
B / S
B / S
B / S
B / S
B / S
E O S
B / S
B / S
Line 100
200
Board Status 1156 pm
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1 5 4
1 4 8
1 4 2
1 1 8
1 0 0
1 1 2
1 0 6
1 1 5 4
1 2 4 8
1 2 3 6
1 3 6
1 3 0
1 2 4
1 2 0 0
1 2 0 6
1 2 1 2
1 2 2 4
1 2 3 0
1 2 4 2
1 2 5 4
1 2 1 8
2nd Shift
B / S
B / S
B / S
B / S
B / S
B / S
B / S
E O S
B / S
B / S
Line 100
201
Inventory Status - 1156 pm
Part B
Part A
Part D
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
202
Board Status - 600 am Day 2
Lot Box
Container
Part
1
2
3
4
5
6
7
8
9
10
A
B
C
D
Kanban Post
1st Shift
6 0 0
7 2 4
7 0 6
7 0 0
7 1 8
7 1 2
7 4 8
8 0 0
6 1 8
6 2 4
6 3 0
6 3 6
6 4 2
6 4 8
6 5 4
6 0 6
6 1 2
7 4 2
7 3 6
7 3 0
7 5 4
Line 100
203
Inventory Status - 600 am Day 2
Part B
Part A
Part D
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
1 Container
204
Lot Size Calculation

• Exercise 3
• (An Alternative Approach)

205
Calculation Exercise Data
Data
206
Available Time
Available Time Number of hours per Shift -
Break Time
Number of Shifts 2 Hours Per Shift 8 Number of
Breaks Per Shift 2 Minutes Per Break 10
Available Time
207
Available Time
Available Time Number of hours per Shift -
Break Time
Number of Shifts 2 Hours Per Shift 8 Number of
Breaks Per Shift 2 Minutes Per Break 10
Available Time 55,200
208
Demand Calculation
Daily Demand Monthly Demand
of Days in
Demand Period
Days In Month 20
Part Monthly Demand Daily Demand A
10,000 B
8,000 C
9,000 D 11,000
Total

209
Demand Calculation
Daily Demand Monthly Demand
of Days in
Demand Period
Days In Month 20
Part Monthly Demand Daily Demand A
10,000 500 B
8,000 400 C
9,000 450 D
11,000 550 Total

210
Calculating Production Time
Production Time Cycle Time x Daily Demand
Part Daily Demand Cycle Time Production
Time A 22 B 23 C 21 D
22 Total
211
Calculating Production Time
Production Time Cycle Time x Daily Demand
Part Daily Demand Cycle Time Production
Time A 500 22 11,000 B 400 23
9,200 C 450 21 9,450 D
550 22 12,100 Total
1,900 41,750
212
Calculating Average Changeover Time
Part Daily Demand Changeover Time A
720 B 600 C
720 D 600 Total

Average C/O Time Total Changeover Time
of Parts Numbers
213
Calculating Average Changeover Time
Part Daily Demand Changeover Time A
500 720 B 400 600
C 450 720 D
550 600 Total 1,900 2,640
Average C/O Time Changeover Time 2,640
660 of Parts Numbers 4
Total
214
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/Os)
/

(LOT SIZE)

/
4

215
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)
( of Available C/Os)
/

(LOT SIZE)

/
4
20.38
.19
216
Lot Size Per Part Number
Part Daily Demand Lot Size
in Lot A B C
D
217
Lot Size Per Part Number
Part Daily Demand Lot Size
in Lot A 500 .19 95 B
400 .19 76 C 450 .19
85.5 D 550 .19 104.5
218
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

219
Questions
220
Answers
221
Example

6
7
7
7
7
7
7
8
6
6
6
6
6
6
6
6
6
7
7
7
7
1st Shift
0
2
0
0
1
1
4
0
1
2
3
3
4
4
5
0
1
4
3
3
5
0
4
6
0
8
2
8
0
8
4
0
6
2
8
4
6
2
2
6
0
4
Line 100
A B C D
222
Example

6
7
7
7
7
7
7
8
6
6
6
6
6
6
6
6
6
7
7
7
7
1st Shift
0
2
0
0
1
1
4
0
1
2
3
3
4
4
5
0
1
4
3
3
5
0
4
6
0
8
2
8
0
8
4
0
6
2
8
4
6
2
2
6
0
4
Line 100
A I I - I - I - B I
I - I - C I I - I
- D I I - I - I -
223
Material Movement

• (Focus of On-Time Delivery)

224
Internal Material Movement

• Move Card
• Standard Delivery Route

225
Move Card

• The move card tells us
• What to move
• Where to find and take material
• Standard material quantity
• When to move

226
Move Card
WORK UNIT ADDRESS
STORE ADDRESS
SUPPLIER NAME
WORK UNIT NAME
Kanban Signal No.
PART No.
CARD
QUANTITY
227
Flow of Move Card
Move Card
Internal Raw Material Store
Production Work Unit
Needed product
228
When Do I Remove the Move Card?
Kanban, A new Approach
When the first piece is taken, the Move card is
removed
Move Card
229
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.

WORK UNIT ADDRESS
STORE ADDRESS
WORK UNIT NAME
Kanban Signal
SUPPLIER NAME
PART No.
Partial
230
Standard Route of Delivery

• Why do we need a standard route of delivery?

• To eliminate waste
• To reduce inventory
• To guarantee on time delivery

231
Standard Route of Delivery
Pick Area
Line 3
Line 1
Line 2
232
Standard Route of Delivery
Pick Area
Line 3
Line 1
Line 2
233
2
08/30/99
CC3330
Part No.
Date
Shifts
STANDARDIZED WORK CHART MATERIAL HANDLER

Converter Assy
Part Name
Stops
Manual Time
Line
of Members
Cell Takt Time
Delivery Cycle
Standard In-Process Stock
Daily Customer Demand
Bottleneck
920
60

15
4440
1

Raw Material Store
20
90
30
2
Orbital Welder
90
7
240
30
1

30
Manual Weld Bracket
Linear Weld
Cone Weld
1


30
3
30
3
Secure Wrap
Rolling Machine
Tig Tack Tourniquet Machine
Sizer
Marking Machine
Press
2
2

6

90

30

4
5
90
30
30


Manual Time
Walk Time
Total Time
Member
15
25
1
420
480
900
234
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

235
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

236
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
237
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

238
Kanban Cycle
Agreed u