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Kanban guide World Class Building Lean Fit Competitive Organizations KANBAN Kanban Guide Demand Scheduling for Lean Manufacturing ??Passion for Lean ? ??Learning by Doing Hands - On Team Based ? Compiled by Nilesh R Arora Director Add Value Consulting Inc

World Class Building Lean Fit Competitive Organizations KANBAN Kanban Guide Demand Scheduling for Lean Manufacturing ??Passion for Lean ? ??Learning by Doing Hands - On Team Based ? Compiled by Nilesh R Arora Director Add Value Consulting Inc Sambhavnath Complex Thaltej Ahmedabad- Gujarat India www avci-lean com Email info avci-lean com Tel Add Value Consulting Inc AVCI is the sole licensee of VAW and VAC CIntroduction to the Kanban This guide is meant to be an introduction to Kanban The importance of Kanban in lean manufacturing will be explained as well as the basic steps for implementing Kanban This will lay a good foundation for you to understand Kanban and the reasons so many companies use this principle Kanban ?? The De ?nition Kanban is a Japanese word that means ??signboard ? This is a term that has become synonymous with ??Demand Scheduling ? or ?? Just in Time JIT Manufacturing ? Its roots are traced to the early days of Toyota ? s innovative production system of the late s and early s Kanban was developed to control production between processes and to implement Just in Time Manufacturing The ideas of Kanban became popular during the global recession of the s when it was important for companies to reduce waste and cut costs in order to succeed The premise of Kanban is to create Visual Indicator ? s to allow the operators to be the ones who determine how much of a product to run and when to stop or change over Kanban rules also tell the operators what steps to take when they have problems and whom to go to when the problem occurs Operators then produce based on actual usage rather than forecasted usage They only produce new product to replace the product consumed by its consumer s and immediate next process They only produce products based on visual signals sent by its customer s Since the majority of the decisions in a kanban are being made by the operators the use of visual indicators also allows managers and supervisors to see the schedule status of a line at a glance The kanban schedule replaces the traditional daily or weekly production schedule It replaces this schedule predetermined rules that allow production operators to schedule in the line Kanban scheduling can be looked at as an execution tool rather than a planning tool It directs production on a day-to-day basis Kanban does not replace planning completely Material planning information is used to create the kanban but kanban does replace the daily scheduling activities necessary to operate the production process It also eliminates the need for production planners and supervisors to continuously monitor schedule status In addition to freeing up material planners schedulers and supervisors it also empowers the operators to control the line Add Value Consulting Inc AVCI is the sole licensee of VAW and VAC C Bene ?ts of Kanban Kanban forces people to look at production processes in a di ?erent way Reduces Inventory by nearly