1

1st 4 Ready 1 2 3 4 5 6 2 3 4

2nd

15 Machining 7 Fetting 9 10 11 1 10 11 6 7 8 9 7 8

17

15

8th

9th

15th

1 10

1 10 11

2 11

1 week over

2nd Week over

15th

9 10 11

9 10 11

2nd Week over

2nd Week over

Kanban Bin Calculation Sheet

E+H Monthly Reqt Weekly Reqt Daily Avg Production Reqt (DDQ) 175 44

7 Batch Size Transit Production (Kanba Lead Time Lead Time n Qty) (TLT) (PLT) KQ 0 15 20 0 10 60 60 60 60 60 Delivery minimum lot size (DMLS) 60 60 60 60 60 % of Schedule Demand Adherence During Lead (PSA) Time (DDL) 100% 100% 100% 100% 100% 109 255 146 73 73 Toal No of Kanban Total Cards Quantity of Max. Min. (TNKC) Material Stock Stock No of Green Cards: NGC

Stage

Ready for Pack condition15 Machining Fettling Shelling Wax Assembly

20 0 10 0

5 7 7 4 3

300 420 420 240 180

300 120 300 180 120

175 109 255 146 73

3 2 5 3 2
15

1020

758

Wax

No of Red Cards: NYC

2 5 2 1 1
11

Kanban Bin Calculation Sheet

A E+H Monthly Reqt Weekly Reqt Daily Avg Production Reqt (DDQ) B C 182 46 D E F G H I J K

8 Number of Cards Necessary Batch for DDL Size Delivery % of (Toal No of Transit Production (Kanba minimum Schedule Demand Kanban Lead Time Lead Time n Qty) lot size Adherence During Lead Cards) (TLT) (PLT) KQ (DMLS) (PSA) Time (DDL) (TNKC) 0 0 0 0 0 0 2 7 2 2 2 2 10 32 10 10 10 10 10 32 10 10 10 10 100% 100% 100% 100% 100% 100% 15 53 15 15 15 15 3 3 3 3 3 3

Stage

Total Quantity of Material 30 106 30 30 30 30

No of Green Cards: NGC

No of Yellow Cards: NYC

No of Red Cards :NRC

Wax Injuction/Raw Order

Assembly/Forging Shelling/Machining Pouring Fettling

Ready for Pack condition

1 1 1 1 1 1

1 1 1 1 1 1

1 1 1 1 1 1

Wax

Prodn capacity/ Day 300 300 300 300 300 300

Customer Monthly Reqt Weekly Reqt Definition and Distribution of Kanban Cards Daily demand quantities*(DDQ) Transport lead time days*(TLT) Production lead time days*(PLT) Container/palett capacity*(Kanban Qty) KQ % of Schedule Adherence (A) Delivery minimum lot size* (DMLS) No of Location for Stock* NOL Working Shifts/Day Hours/Shift Total Downtime Shift Effn Safety stock (Percentage of demand during lead time) Demand During Lead Time (DDL) Number of Cards Necessary for DDL (TNKC) Safety Margin (No of Cards) Total quantity of material Days of demand coverage Total Required Inventory (TRI) = DDQ*(TLT+PLT)*NOL Average customer demand /Hr(Takt Time) Card Distribution Above Reorder Point >> # of Green Cards NGC: Above Reorder Point >> # of Yellow Cards:NYC Below Safety Margin >> # of Red Cards:NRC

1200 300

300 *yellow cells are the input fields

50 5 0 32 100% 32 0 2 8 3 80%

Ml of units Days Days Ml of units Percentage ML hastes

Pounds, grams, pieces, etc. (MI = metric increment) Vendor lead time Internal lead time Pounds, grams, pieces, etc. (MI = metric increment) internal attrition or scrap Defined according to vendor constrains or work center constraints

250 45 38 1450 29 0 0

Ml of units Number of cards Number of cards Ml of units Days

A*(DDQ*(TLT+PLT)

b5 (DDQ) = c11 b6 = (TLT)= B13 b7=(PLT) = C13 b8 KQ D13 b10 (DMLS) =E13

1290

1 7 Red 37 Gre

b18 (TNKC) H 13 Reorder points

if

IF(TNKC<=3,1,(IF(ROUNDUP(IF(TNKC<=3,1,((PLT+TLT)*DDQ)/

7.8125 37.5 45.3125

,((PLT+TLT)*DDQ)/KQ),0)+NGC>=TNKC,ROUNDUP(IF(TNKC<=3,1,((PLT+TLT)*DDQ)/KQ),0)-1,R

T)*DDQ)/KQ),0)-1,ROUNDUP(IF(TNKC<=3,1,((PLT+TLT)*DDQ)/KQ),0)))-NGC)

Customer Monthly Reqt Weekly Reqt Definition and Distribution of Kanban Cards Daily demand quantities*(DDQ) Transport lead time days*(TLT) Production lead time days*(PLT) Container/palett capacity*(Kanban Qty) KQ % of Schedule Adherence (A) Delivery minimum lot size* (DMLS) No of Location for Stock* NOL Working Shifts/Day Hours/Shift Total Downtime Shift Effn Safety stock (Percentage of demand during lead time) Demand During Lead Time (DDL) Number of Cards Necessary for DDL + Earlier stage safety stock Qty(TNKC) Safety Margin (No of Cards) Total quantity of material Days of demand coverage Total Required Inventory (TRI) = DDQ*(TLT+PLT)*NOL Average customer demand /Hr(Takt Time) Card Distribution Above Reorder Point >> # of Yellow Cards:NYC Below Safety Margin >> # of Red Cards:NRC

160 40

40 *yellow cells are the input fields

7 0 15 32 100% 32 0 2 8 3 80%

Ml of units Days Days Ml of units Percentage ML hastes

Pounds, grams, pieces, etc. (MI = metric increment) Vendor lead time Internal lead time Pounds, grams, pieces, etc. (MI = metric increment) internal attrition or scrap Defined according to vendor constrains or work center constraints

100 11 9 360 54 0 2

Ml of units

A*(DDQ*(TLT+PLT)

Number of cards Number of cards Ml of units Days

b5 (DDQ) = c11 b6 = (TLT)= B13 b7=(PLT) = C13 b8 KQ D13 b10 (DMLS) =E13

3 8

Red

Reorder points

Gre

if

IF(TNKC<=3,1,(IF(ROUNDUP(IF(TNKC<=3,1,((PLT+TLT)*DDQ)/

,((PLT+TLT)*DDQ)/KQ),0)+NGC>=TNKC,ROUNDUP(IF(TNKC<=3,1,((PLT+TLT)*DDQ)/KQ),0)-1,R

T)*DDQ)/KQ),0)-1,ROUNDUP(IF(TNKC<=3,1,((PLT+TLT)*DDQ)/KQ),0)))-NGC)