Pull / Kanban Systems
Kaizen Event
Pull/Kanban
Material Replenishment systems, when applied in appropriate areas, can provide the
stability and predictability required to improve On-Time-Delivery performance
of the overall business system. Most
often, entire production operations and most supplied materials can be managed
through the use of simple and visual signals. Material Management personnel can
then focus on true supplier management and increasing inventory turns. These concepts have been successfully applied
in both repetitive and non-repetitive manufacturers, as well as seasonal businesses. The key is to adapt the basic concepts to
meet the unique needs of each organization.
Design
and Implementation of the Pull/Kanban system will be by a cross-functional team
that will follow the six-step methodology that is outlined below. Education in pull/kanban concepts will be provided
throughout the effort.
It
has often been said that many of the lean concepts converge during the
development of a Pull System. Current
circumstances such as changeover frequency and set-up/changeover time,
unplanned downtime, quality performance, replenishment lead time, demand
variability are all considered during the design of an effective Pull
System. In much the same way, an
organization can clearly assess the impact of flow, set-up reduction, quality
improvement, leveling, and other lean efforts on the amount of inventory needed
to be carried. In this way, an
organization can prioritize other lean efforts based on the impact it will have
on inventory and customer service levels.
Typical Kaizen Event Agenda
Pre-event: Scoping: identify
inventory items to be addressed during the event
Collect demand data
Day 1: Education in Pull Systems
Day 2: Steps 1 and 2: Map out the Current System and Conceptualize the New
System (typically accomplished beforehand using Value Stream Mapping)
Step 3: Calculate Kanban quantities, develop spreadsheets, as required
Step 4: Design Kanban(s), develop cards, boards, etc.,
as required.
Day 3: Step 4: Design Kanban(s) - complete
Step 5: Train personnel, or identify training needs
Step 6: Design means to Audit the system
Implement
Pull System: organize storage areas, put in place kanbans, signage, etc.
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Typical Kaizen Event Agenda (continued)
The actual number of days
required will depend on the number of SKUs/Part numbers involved in the initial
pilot, the availability of historic demand information, and amount of ongoing
support required. Typically, several
dozen SKUs representing a common inventory type (e.g. raw/supplied,
work-in-process, finished goods) are the subject of the three day pilot.
Typical Deliverables
·
A cross
functional team of people who will understand Pull/kanban concepts and the methodology
used to implement them, and who will be experienced in their actual
application.
·
Analysis
spreadsheets that calculate the kanban quantities for all items that are part
of the pilot. The spreadsheets can be
expanded to include other items over time.
·
Kanbans (e.g.
boards, cards) that can be used on other items in the operation.
·
Projected
inventory levels with the proposed system, as well as the benefits to be
expected.
·
Actions List and
implementation plan to assist in follow-up and roll out to include other
inventory items.
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Management Associates Tele: 856-235-8051 • Website:
cma4results.com |
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Pull
/ Kanban Systems
One
Day Workshop
Achieving shop floor control of inventory
and production scheduling without the aid of MRP is the hallmark of pull
signals. When used correctly, pull
signals can bring order and predictability to the operation by linking
supplying and consuming processes in a simple and visual way. The impact on an organization can be
substantial. A company's planning and
execution systems can be significantly simplified, the number of stock-outs
greatly reduced, and inventory levels often reduced by up to 50%.
The workshop will define a six step
methodology to implement Pull Systems.
In addition, attendees will see the concepts in practice in repetitive
and non-repetitive, as well as seasonal demand applications. Attendees will learn to set-up point-of-use
material storage, interface pull systems with existing planning systems, and
set lot sizes based on capacity, not economic order quantity theory. Photographed examples from different
industries will be provided throughout.
A case study and handout exercises will reinforce the participants'
understanding of the concepts.
The six step methodology is:
1. Map out current system
(material and information flows)
2. Develop Concept for new
system (materials and information flows)
3. Calculate kanban buffers
based on demand and supplier information.
4. Design kanbans (visual
signals to execute system)
5. Train personnel in use of
system
6. Audit the system to verify
effectiveness
It
has often been said that many of the lean concepts converge during the
development of a Pull System. Current
circumstances such as changeover frequency and set-up/changeover time,
unplanned downtime, quality performance, replenishment lead time, demand
variability are all considered during the design of an effective Pull
System. In much the same way, an
organization can clearly assess the impact of flow, set-up reduction, quality
improvement, leveling, and other lean efforts on the amount of inventory needed
to be carried. In this way, an
organization can prioritize other lean efforts based on the impact it will have
on inventory and customer service levels.
This workshop will clearly demonstrate how this works.
Duration: One day
Who should attend: anyone involved in the inventory
management and control function of a manufacturing company, including
purchasing personnel and managers. Production
supervisors and managers will also benefit by attending.
|
Change
Management Associates Tele: 856-235-8051 • Website:
cma4results.com |
|