PP-KANBAN-KANBAN OVERVIEW
Signboard Overview -Overview
Kanban was invented in 1953 by Mr. Taiichi Ohno at Toyota Motor Corporation. At the time, the entire auto industry was improving management by implementing Toyota's "Toyota Production System." This system implements material replenishment based on material-based cards. So KANBAN is also a Japanese word, kan means card, and ban means signal.
In a Kanban environment, for example: when production workers take the last part out of a bin of pre-assembled material, they signal to the material supply that they need to take the part needed on the assembly line and ensure delivery to the assembly line.
In Kanban, the material flow is organized using containers that are held directly at the corresponding work centers in the production line. Each container can hold any amount of material that the line needs at any given time. Once the demand source (Material Consumption work center) empties the material container, the demand source sends a replenishment request to the supply source (the source that ensures the replenishment of the material). The source of supply for the required materials can be another production unit within the factory, another factory from the same company, an external supplier, or even another warehouse. Demand sources can use material from other "buffer" containers until supply sources fill and return empty containers.
Kanban applies not only to production processes, but also to purchases and transfers between factories or stores.
The Kanban display is the data flow between the demand segment and the supply end:
PUSH-PULL principle
Using Kanban, the biggest difference from MRP is that Kanban does not push materials through production through superior planning, but calls (or pulls) materials from supply sources at the manufacturing level only when needed (pull principle). When the container of the material on the production line is empty, the production personnel send a signal for kanban replenishment, that is, the instruction or demand of using the card to call the required material to the supply side.
Complementary strategies for Kanban
Kanban replenishment can be controlled by three different replenishment strategies. The replenishment strategy defines whether the replenishment of materials in the company is carried out through production or purchase, that is, when the Kanban is set to EMPTY, the system will create replenishment requirements (for example, production orders, purchase orders, reservations):
- With in-house production, replenishment can be organized using planned orders (repetitive manufacturing), production orders (discrete manufacturing), manual Kanban, or container control/MRP (a hybrid of Kanban and MRP).
- In external procurement, replenishment can be organized using purchase orders, delivery schedules, stock transport orders, stock transport scheduling agreements, source lists, or container control/material requirements planning. A supply source can be a supplier or a supply factory. This information is maintained in the control cycle if the delivery concerns a specific quantity or value contract. With a factory-to-factory relationship, the input is the delivery factory rather than the supplier.
- With stock transfers, replenishment can be organized using stock transfer reservations, direct transfers, or container control/material requirements planning.
Kanban system configuration
The configuration points and basic operations will be sorted out separately later.
