Kanban for the Shopfloor / Edition 1

by Productivity Press Development Team

Overview

Kanban is the name given to the inventory control card used in a pull system. The primary benefit of kanban is to reduce overproduction, the worst of the seven deadly wastes. A true kanban system produces exactly what is ordered, when it is ordered, and in the quantities ordered. It is essentially a dynamic work order that moves with the material.

Each kanban identifies the part or subassembly unit and indicates where each one came from and where each is going. Used this way, kanban acts as a system of information that integrates your plant, connects all processes one to another, and connects the entire value stream to customer demand.

Kanban for the Shopfloor provides a working manual for those seeking to implement this method of production control in any operation. It defines the various terms and methods employed in kanbans, and illustrates how when adhered to, kanban is an element of continuous improvement that ultimately leads to the ideal of one-piece flow."

In addition to reducing the waste of overproduction, kanban will help your company increase flexibility to respond to customer demand, coordinate production of small lots and wide product variety, and simplify the procurement process.

About the Shopfloor Series: Put proven improvement tools in the hands of your entire workforce!

Progressive shopfloor improvement techniques are imperative for manufacturers who want to stay competitive and to achieve world class excellence. And it's the comprehensive education of all shopfloor workers that ensures full participation and success when implementing new programs. The Shopfloor Series books make practical information accessible to everyone by presenting major concepts and tools in simple, clear language and at a reading level that has been adjusted for operators by skilled instructional designers. One main idea is presented every two to four pages so that the book can be picked up and put down easily. Each chapter begins with an overview and ends with a summary section. Helpful illustrations are used throughout.

Other topics in the Shopfloor Series: Kanban, 5S, Quick Changeover, Mistake-Proofing, Just-in-Time, TPM, Cellular Manufacturing

Product Details

ISBN-13:	9781563272691
Publisher:	Taylor & Francis
Publication date:	02/15/2002
Series:	The Shopfloor Series
Edition description:	New Edition
Pages:	120
Product dimensions:	7.00(w) x 10.00(h) x (d)

About the Author

Productivity Press Development Team

Table of Contents

Publisher’s Message — Getting Started — The Purpose of This Book — The Basis of This Book — Two Ways to Use This Book — How to Get the Most Out of Your Reading — An Overview of the Contents — Chapter. Introducing Key Terms and Benefits of Kanban — What Is Kanban? — The Pull System and Waste Reduction — What Will Make Kanban Successful? — Integrating Kanban with MRPII — Pilot or Plantwide Implementation — How Will Kanban Change What You Are Doing Now? — What Are the Benefits of Kanban? — Kanban and Your Company — Kanban and You — In Conclusion — Summary — Reflections — Chapter 2. The Basics of Kanban: Functions, Rules, and Types of Kanban — The Differences Between Kanban and Conventional Ordering Systems — Reordering Point Method and Kanban — Production Work Orders and Kanban — MRP II — A Summary of Push versus Pull — Functions of Kanban — To Serve as the Autonomic Nervous System for Just-in-Time Production — To Improve and Strengthen the Factory — Rules of Kanban — Rule 1: Downstream Processes Withdraw Items — Upstream Processes — Rule 2: Upstream Processes Produce Only What Has Been Withdrawn — Rule 3: Only 100 Percent Defect-Free Products Are Sent to — Next Process — Rule 4: Level Production Must Be Established — Rule 5: Kanbans Always Accompany the Parts Themselves — Rule 6: The Number of Kanbans Is Decreased Gradually Over Time — Types of Kanban — Transport Kanbans — Production Kanbans — In Conclusion — Summary — Reflections — Chapter 3. Phase One: Scheduling Kanban — How Many Kanbans Do You Need? — Takt Time — How Many Operators Are Needed? — Line Balancing — Full Work — Load Leveling or Smoothing—Heijunka — Level Production Compared to Shish-Kabob Production — In Conclusion — Summary — Reflections — Chapter 4. Phase Two: Circulating Kanban — When Do You Produce? — What Do You Replenish? — When Do You Pull? — Where Can You Pull From? — What Do You Pull? — What Belongs on a Kanban Card? — How Do You Attach Kanban Cards? — Steps for Circulating Kanbans — Rules for Circulating Kanbans — Rules for Transport with Kanbans — Supermarkets — Water Beetles and Milk Runs — In Conclusion — Summary — Reflections — Chapter 5. Phase Three: Improving with Kanban — Fine-Tuning Production by Reducing Kanbans — Kanban Highlights Abnormalities — Reducing Kanbans Reduces Stock — Kanban As a Visual Control System — What Is the Essence of Control? — Five Important Steps in Creating Visual Controls — Triangle Kanban — Other Types of Kanbans — Kanban and Suppliers — In Conclusion — Summary — Reflections — Chapter 6. Reflections and Conclusions — A Kanban Implementation Summary — Reflecting on What You’ve Learned — Opportunities for Further Learning — Conclusions — Additional Resources Related to Kanban — Books and Videos — Newsletters — Training and Consulting — Website — About the Productivity Press Development Team.

Editorial Reviews

"An outstanding battle manual to start implementing kanban."
— Ron Fardell, Director, Lean Manufacturing, GDX Automotive, June 2004

"Kanban for the Shopfloor provides the reader with the framework for implementing kanban in any operation. It provides a nomenclature for various terms of kanbans, and illustrates how kanban is an element of continuous improvement that leads to the ideal of one-piece flow."
Tim Rayburn, Director, Continuous Improvement, ESG Chiller Products, York, June, 2004
"The three main strengths of this book are:

the simple, plain language,

the Chapter 6 summary list that can be used as an excellent check sheet for kanban implementation,

the explanation of the role kanban serves in lean production."

—  BJ Fontaine, Mgr of Manuf. Eng., NASSCO (Nat'l Steel & Shipbuilding Co.), June 2004

From the Publisher