Introduction to

KANBAN

Agenda
Whats wrong with the current system?
History of Kanban
What is Kanban?
Why Kanban?
Kanban Practices
Creating your first board
Kanban Principles

Whats wrong with the current system?

Burnout
Frequent bugs on production
Complaints about productivity
Low throughput
Leads to vague sprint planning
Too much work stuffed into one sprint
Unidentified bottlenecks

KAN

BAN

=
signboard

History of Kanban

Developed by Taichi Ohno at Toyota in 1940's

Designed after the shelf-stocking techniques used by supermarkets

Demand controlled system where replenishment happened based

on market conditions

Based on a pull based system rather than a push based one

Use of visual signals was essential to the system

What is Kanban?

Scheduling system used in manufacturing to help companies improve

their production process

Adopted by software co's for JIT delivery without burdening

developers

WIP limited pull system which exposes system problems through

visualization

What is Kanban? (contd.)

In its simplest form, a kanban system consists of a big board with

story cards

Board represents the state of the project at any point

Different from other visualizations implements WIP limits

Tries to limit the amount of work at any stage

Easy identification of bottlenecks in system through visual boards

Aims at minimizing waste states

Kanban A Simple Common Idea ! The Super

Market
1

Customer

Checkout

Customer

Move Card
Production Card
3

Warehouse

7
6

Factory

Types Of Kanbans
Kanban Square
marked area designed to hold items

Signal Kanban
triangular Kanban used to signal production at
the previous workstation

Material Kanban
used to order material in advance of a
process

Signal Kanban (Cont.)

407
408
409

407

408

409

Signal Kanban (Cont.)

407
408
409

Look!
They need a
set of 409!

407

408

409

Signal Kanban (Cont.)

407
408
409

407

408

409

Signal Kanban (Cont.)

407
408
409

407

408

409

Signal Kanban (Cont.)

407
408
409

407

408

409

Signal Kanban (Cont.)

407
408
409

407

408

409

But why Kanban?

because

it helps in visualising the system and expose problems

it allows us to evaluate the impacts of process changes

it allows us to identify bottlenecks and alleviate them

it allows us to establish trust in the process

it helps us to maintain a sustainable pace with a sustainable

throughput

you need to relax and Kanban advocates just that!

The Kanban
Practices @ MSFL

KANBAN: Material Flow @ MSFL

Microsoft Office
Excel Worksheet

Microsoft Office
Excel Worksheet

Microsoft Office
Excel Worksheet

KANBAN Board (Current Available Stock, Width wise)

KANBAN Board (Current Demand, Width wise)

KANBAN
Actions completed:

Based on last years data, KANBAN Inventory Calculations done at different stages.
KANABN Boards & Cards ready to display on supermarket.
Thermal Packing material Kanban Calculations done.
Involved Marketing, Quality & Maintenance teams.
Total 10 sessions of training provided.
Simulations conducted.
Daily meeting for KANBAN continue.

Challenges Faced:

Storage Problem.
Changing Demand trend of market.
Customers demand of Widths & Micron are changing very frequently, leading to misinterpret
the Results of the data which was analysed earlier.
Currently Hand to Mount due to problem at BOPP base film line, sufficient Stock not available
to build BOPP supermarket.
Prerequisites like 5S, Visual Management, Standardization , TPM (FFA ) required.

KANBAN
Support/Assistance Required:

Currently we are focusing on only Running Products of Thermal (i.e. 90% of Thermal & 9% of
the MSFL). Therefore need to stimulate the Regular Production with Production which will be
directed by KANBAN.
Standardization of Widths.
Minimum order quantity to be set.
Deckle matching at the time of order receiving at marketing end, so as to convince the
customer for the widths which are matching our production cycle.

Way Forward:

Pilot run from 25th after building stock of supermarket.

Standardizing of widths at Primary & Secondary slitting end.
Involvement of sales & Marketing teams.
TPM (CLIT, OPL, Machine Matrix, Capability Index) & FFA Implementation (5S, Safety & Visual
Management).

Support required for Kanban Implementation

Points discussed with Marketing :--------- Before accepting order for production, Clearance from finance for over
dues NO Hold .
Avoid delivery confirmation for orders where lead time is more then the
requested time by customer.
Forecast variation should not be more then 10%.
Forecast should be width base not on thickness based.
Try to standardize quality standards and limit samples should be dually
signed by customer and quality assurance personals.
Existing stock qty should be informed to Marketing people regularly and
priory get order for that & Marketing people should be planned well
accordingly to every change at customer end.