SSG06101ENUKMS Kanban//Issue 1.1/April 2008 1 The British Standards Institution 2008
Define Pull Systems and the Use of Kanbans 2 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Learning Objectives At the end of the course delegates will be able to: Remember the key Principles of Lean and some of the key terms used Understand the concept of Flow in a lean system, its importance and how a Pull system facilitates flow Understand the concept of Kanban and how it can be applied to a process Understand the advantages a Kanban gives and how a simple Kanban system can be initiated Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 2 The British Standards Institution 2008 3 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Agenda The Lean Principles Maintaining Flow and the Use of Pull Systems The Concept of a Kanban System Implementation and using Kanban Other Kanban related techniques 4 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 The Five Principles of Lean Value is always defined from the customers perspective The Value Stream (and component activities) needed to take a product (or service) from customer request to completed delivery needs to be identified Production or service activity should Flow through the value stream without any delays Pull scheduling so that product is made or a service is provided only when the customer wants it is optimum All forms of Waste should be continuously eliminated from any process Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 3 The British Standards Institution 2008 5 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Review of Definitions Value & The Value Stream value is quite simply the worth placed on something by the customer, usually in terms of money, ie would they pay if they knew we were doing this?..., whilst the value stream is the sequence of steps (process) required to produce the product or service (or in other words value) being provided Flow & Pull Systems flow describes the (hopefully ) continuous movement of products, services or knowledge through a process thereby creating customer value., with a pull system it is the end customer who dictates the process speed, pulling their requirements through the value stream as and when required. Waste anything that does not add value in the process when viewed from the customers perspective (typically broken in to 7 categories; transport, inventory, motion, waiting, overproduction, overprocessing and defects) 6 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Maintaining Flow When you turn on a tap at home what do you expect? A clean consistent flow of water that is safe to drink, is not limited in quantity and is available when needed Thats Flow! If the water suppliers water filter or a pump breaks, thereby interrupting supply, as a consumer we are not happy and very much treat it as someone elses problem (our suppliers!). Also what would happen if we couldnt turn the tap off?!? Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 4 The British Standards Institution 2008 7 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Flow in the World of Lean In Lean the idea of flow is applied to everything we do, including the design, production and delivery of discrete products and services Ideally from customer request to product or service delivery the item moves continually through a series of value added steps unhindered and uninterrupted But is the above possible and if so what would it entail? Answer: One item at a time processing or single piece flow No excess inventory or batch sizes greater than one item No defects or rework loops No equipment breakdowns or stoppages Is the above possible in its entirety? Maybe not, but the closer we get the leaner we are 8 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Pull Systems and Kanban Operation 2 Operation 1 Pull Units Demand Signal PUSH Pulling enables control of processes to be better with a reduction in inventory PULL When you to try to pull a length of rope what happens? Uneven pockets of inventory Operation 2 Operation 1 Pull Units Demand Signal Operation 2 Operation 1 Pull Units Demand Signal PUSH Pulling enables control of processes to be better with a reduction in inventory PULL When you to try to pull a length of rope what happens? Uneven pockets of inventory Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 5 The British Standards Institution 2008 9 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 The Push System Mentality I dont know how many he will order, so I make and I keep a stock. Just in case (Waste for the Supplier) I dont take any risk of running out, as you never know.....!! Do you? (Waste for the Customer) I dont know how many he will order, so I make and I keep a stock. Just in case (Waste for the Supplier) I dont take any risk of running out, as you never know.....!! Do you? (Waste for the Customer) 10 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 and its Attributes Traditional Batch System Production or Service Delivery might be likened to a meandering stream with a number of stagnant pools of differing sizes). Recognise any of the following: Remote production scheduling with constant rescheduling A functional layout to the process, where the flow of activity if ever mapped (production or service) takes on a boiled spaghetti like appearance Outputs of the process are pushed on to customer (or next activity) to maximise equipment or labour usage High levels of inventory, large batch sizes and many perceived bottlenecks Waste and non-value add within the process not recognised (utilisation figures tend to dominate) Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 6 The British Standards Institution 2008 11 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 and some more Control culture where the manager is king Inflexible and reactive quality control and inspection ethos Low performance (often hidden) in cost, quality and delivery performance as a result of inconsistent and unpredictable processes Poor (if any) housekeeping and little skills and employee development in place Firefighting or sticking plaster mentality where people are working hard (just to stand still) Often secretive filtered communication in place 12 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 The Pull System Mentality I know what he wants and when he wants it and thats what I supply (Minimised waste for the Supplier) If I can rely on my supplier, why do I need a safety net and excess stock? (Minimised waste for the Customer) Kanban a simple way to circulate information between customer and supplier (internal or external) and to synchronise production to consumption Order 2 Order 2 The Customer/Supplier Contract - the customer expresses his need to the supplier according to his consumption., whilst the supplier does not produce or deliver to the customer until a signal is received for a specified need I know what he wants and when he wants it and thats what I supply (Minimised waste for the Supplier) If I can rely on my supplier, why do I need a safety net and excess stock? (Minimised waste for the Customer) Kanban a simple way to circulate information between customer and supplier (internal or external) and to synchronise production to consumption Order 2 Order 2 I know what he wants and when he wants it and thats what I supply (Minimised waste for the Supplier) If I can rely on my supplier, why do I need a safety net and excess stock? (Minimised waste for the Customer) Kanban a simple way to circulate information between customer and supplier (internal or external) and to synchronise production to consumption Order 2 Order 2 I know what he wants and when he wants it and thats what I supply (Minimised waste for the Supplier) If I can rely on my supplier, why do I need a safety net and excess stock? (Minimised waste for the Customer) Kanban a simple way to circulate information between customer and supplier (internal or external) and to synchronise production to consumption Order 2 Order 2 Order 2 Order 2 The Customer/Supplier Contract - the customer expresses his need to the supplier according to his consumption., whilst the supplier does not produce or deliver to the customer until a signal is received for a specified need Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 7 The British Standards Institution 2008 13 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 and its Attributes Continuous Flow or Lean Production or Service Delivery might be thought of as a pipeline with rapid flowing water running through it Demand & consumption driven process with pull occurring from the point of use Transparent and visible (easily understood) processes with unidirectional flow Closely linked process stages, wherein an activities requirements are delivered Just in Time (JIT) to point of use Utilisation of equipment is based on process time, not maximisation Single piece flow potentially achievable 14 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 and some more Self managed team and empowered workers manage the process Elimination of waste and non value add driven culture Appropriate cell design for process undertaken Proactive quality assurance culture, demanding robust processes, standardised practices and good housekeeping Team development and skill mapping thought to be key Real time, simultaneous information leading to transparency for all Which system would you prefer? Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 8 The British Standards Institution 2008 15 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Do the Pull Systems only apply in Manufacturing? Lets (in pairs) think about some of the processes that occur in your business and try and identify where you can recognise push systems in operation. Inventory, waiting and queues (usually associated with a bottleneck) are obvious pointers. You can include paperwork and electronic processes (think pile of paperwork, e-mail inbox!), processes that transfer knowledge and information, as well as delivery processes can suffer. Its not therefore all about processes that produce a tangible good. 16 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 So a Kanban - What is it? - A Definition The purpose of a Kanban is to act as an indicator for stock control and replenishment based on preset, fixed re-order quantities and levels (for anything you care to use the system for) The physical manifestation of a Kanban (meaning signal) could be many things a bin, pallet or container. In some cases a token, fax or some sort of electronic signal is used As a short-term demand driven procurement execution tool the strength of Kanban lies in its simplicity and so it should not be onerous to implement The kanban card placed in the stack indicates replenishment is needed at that point Re-order Quantity The kanban card placed in the stack indicates replenishment is needed at that point Re-order Quantity Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 9 The British Standards Institution 2008 17 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 What a Kanban isnt! A Kanban is not a complex and highly intelligent solution as its very strength lies in its simplicity A Kanban system should not prove difficult to implement and demand huge additional resource (if any) Implementing a Kanban system will not solve all of the problems associated with a process, but it should help flow and reduce waste A Kanban is not a forecasting tool (as used in Push systems), but a demand driven execution tool Although heavily implemented in the East it is not a Japanese or Oriental creation, nor should it be viewed as novel, new or flavour of the month (Supermarkets have used it for years!) 18 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 The Kanban System and One Piece Flow In a perfect world, one-piece flow (or having a batch size of one) is optimum as it reduces inventory to the absolute minimum It is demand driven and is facilitated by the introduction of a pull system, which can in the longer term elevate the responsiveness, flexibility and built-in quality of the process Where one-piece flow is not possible Kanbans can be used to pull the correct amount of units at the right time Continuous improvement (and removal of waste) suggests that there should be a continual goal to reduce inventory and therefore batch/Kanban size towards the point that one-piece flow is achieved Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 10 The British Standards Institution 2008 19 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Advantages of using a Kanban System Greater customer satisfaction as they receive from their supplier exactly what is needed according to their consumption Acts as an of inventory threshold (max/min) and helps develop a fail safe supply chain with less stock outs that is tuned to Takt Time Frees up space for value add activities (stock levels are in the current minimum required quantities) Simplifies stocktaking, reducing the amount of labour needed 20 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 and some more Simplifies logistics as a fixed lot size tied to the re- order quantity allows for an order diary Aids production predictability and allows for better usage of SMED techniques and reliability (of machines) planning and improvement Reduces administration and can facilitate a move to paperless commerce eg a 2 bin system with the empty box as the order, taken direct from point of use Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 11 The British Standards Institution 2008 21 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Using a simple Kanban System (1) Step 1 Operator takes from the nearest (pick side) container until it is empty (two-bin method where the empty bin acts as a signal) Pick side Load side Step 2 The empty container is moved to the empty container returns area Empty bin returns area Step 3 The operator pulls the full (load side) container into the nearest location and continues to pick from that Pick side Load side Empty Full Empty Full Empty Full Full Step 4 A full container, taken from the pick side of the feeder store is placed on the load side at the point of use lllll lllll Pick side Load side Full Step 1 Operator takes from the nearest (pick side) container until it is empty (two-bin method where the empty bin acts as a signal) Pick side Load side Step 2 The empty container is moved to the empty container returns area Empty bin returns area Step 3 The operator pulls the full (load side) container into the nearest location and continues to pick from that Pick side Load side Empty Empty Full Full Empty Empty Full Full Empty Empty Full Full Full Full Step 4 A full container, taken from the pick side of the feeder store is placed on the load side at the point of use lllll lllll Pick side Load side Full Full 22 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Using a simple Kanban System (2) Pick side Load side Step 5 When the pick side of the feeder store is empty the load side is pulled across lllll lllll Step 6 A new order, sent electronically to the supplier or agent, is then triggered by swiping the bar code (a Kanban-card method that uses an e -card) lllll lllll Pick side Load side Big Parts Ltd. Step 7 The replacement Kanban is delivered and placed in the feeder store on the load side lllll lllll Pick side Load side Big Parts Ltd. Big Parts Ltd. Pick side Load side Step 5 When the pick side of the feeder store is empty the load side is pulled across lllll lllll Step 6 A new order, sent electronically to the supplier or agent, is then triggered by swiping the bar code (a Kanban-card method that uses an e -card) lllll lllll Pick side Load side Big Parts Ltd. Big Parts Ltd. delivered and placed in the feeder store on the load side lllll lllll Pick side Load side Big Parts Ltd. Big Parts Ltd. Big Parts Ltd. Big Parts Ltd. Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 12 The British Standards Institution 2008 23 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Developing a Kanban System Identify as product unit/ service type numbers Identify as product unit/ service type numbers START START A. Identify the supplier or location for each unit number / service step A. Identify the supplier or location for each unit number / service step B. Carry out the RRS/usage profile analysis and select the key unit / service step numbers for the Kanban pilot B. Carry out the RRS/usage profile analysis and select the key unit / service step numbers for the Kanban pilot C. Ascertain the delivery lead time and the suppliers / providers and EOQ /EPQ for each selected unit / service type number C. Ascertain the delivery lead time and the suppliers / providers and EOQ /EPQ for each selected unit / service type number D. Determine the ROP and ROQ for each unit number / service step and weeks / days of cover D. Determine the ROP and ROQ for each unit number / service step and weeks / days of cover E. Develop the future process and procedure, layout and flow and carry out risk analysis E. Develop the future process and procedure, layout and flow and carry out risk analysis F. Train internal personnel and consult/train the relevant suppliers F. Train internal personnel and consult/train the relevant suppliers G. Implement and monitor performance G. Implement and monitor performance First some Definitions: RRS Runners (frequent demand), Repeaters (regular demand) and Strangers (rare demand), EOQ - Economic Order quantity, EPQ Economic Processing Quantity (for a service), ROP/ROQ - Re-Order Point and Quantities Identify as product unit/ service type numbers Identify as product unit/ service type numbers START START A. Identify the supplier or location for each unit number / service step A. Identify the supplier or location for each unit number / service step B. Carry out the RRS/usage profile analysis and select the key unit / service step numbers for the Kanban pilot B. Carry out the RRS/usage profile analysis and select the key unit / service step numbers for the Kanban pilot C. Ascertain the delivery lead time and the suppliers / providers and EOQ /EPQ for each selected unit / service type number C. Ascertain the delivery lead time and the suppliers / providers and EOQ /EPQ for each selected unit / service type number D. Determine the ROP and ROQ for each unit number / service step and weeks / days of cover D. Determine the ROP and ROQ for each unit number / service step and weeks / days of cover E. Develop the future process and procedure, layout and flow and carry out risk analysis E. Develop the future process and procedure, layout and flow and carry out risk analysis F. Train internal personnel and consult/train the relevant suppliers F. Train internal personnel and consult/train the relevant suppliers G. Implement and monitor performance G. Implement and monitor performance First some Definitions: RRS Runners (frequent demand), Repeaters (regular demand) and Strangers (rare demand), EOQ - Economic Order quantity, EPQ Economic Processing Quantity (for a service), ROP/ROQ - Re-Order Point and Quantities 24 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Kanban Rule 1 The downstream process pulls the required units from the upstream Process in the agreed quantities at the appropriate point in time. Part: a 1 box Part: a 1 box Part: a 1 box The card says 1 box, so the others stay here. Part: a 1 box receiving Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 13 The British Standards Institution 2008 25 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Kanban Rule 2 The upstream process produces or delivers items only in the quantities withdrawn by the downstream process. This is indicated by the number of Kanban cards in their receiving tray). There is one more kanban card here, so I need to make one box more receiving Part: a 1 box Part: a 1 box There is one more kanban card here, so I need to make one box more receiving Part: a 1 box Part: a 1 box There is one more Kanban card here, so I need to make one box more receiving Part: a 1 box Part: a 1 box 26 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Kanban Rule 3 Nothing is transported or produced without a Kanban demand signal. This helps in preventing overproduction and excessive stocks and / or movement of goods. Note Kanban can be used to regulate delivery & flow or whether an actual VA operation takes place. receiving Part: a 1 box Part: a 1 box There are no more cards, so I need to stop producing. Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 14 The British Standards Institution 2008 27 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Kanban Rule 4 Kanban cards always accompany the items themselves as they also serve as an identification tag authorising the need for the items. Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box receiving This is the correct box of parts according to the information on the withdraw Kanban card 28 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Kanban Rule 5 This units defective. It needs to be fixed before it moves on. Part: a 1 box Part: a 1 box P a rt: A 1 b o x Defectives are never passed on to the downstream process and every item must be of an acceptable quality. Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 15 The British Standards Institution 2008 29 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Kanban Rule 6 The Kanban batch size and number of Kanbans should be minimised where possible, thereby reducing total throughput time and the cost of inventory. Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Reduced Kanban size means less inventory and quicker throughput times! Part: a 1 box receiving Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Reduced Kanban size means less inventory and quicker throughput times! Part: a 1 box receiving Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Reduced Kanban size means less inventory and quicker throughput times! Part: a 1 box receiving Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box Reduced Kanban size means less inventory and quicker throughput times! Part: a 1 box receiving Part: a 1 box Part: a 1 box Part: a 1 box Part: a 1 box 30 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Typical Information on a Kanban Card A Kanban card, which acts as a signal, is a communication device and therefore holds some key information about the item involved and supplier & customer. The number of items in the container Item Reference Number The Supplier & Customer The number of the card (alphanumeric & barcode) The number of items in the container Item Reference Number The Supplier & Customer The number of the card (alphanumeric & barcode) Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 16 The British Standards Institution 2008 31 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 How will Kanban Batch Size be Calculated? The demand profile for each unit or service element is investigated taking account of historical needs and/or future forecasts of requirements A weekly or monthly demand profile is created, which must include any fall out due to poor quality (as a contingency) In the case of a product each container will hold a certain period of stock. Multiple containers, or a number of Kanbans (each with a card), will potentially hold days or weeks of stock when full In a service environment we may think of number of items that can or are handled economically and in good time in a process step as stock for that step to process In a product driven environment an interim target for a stock level of between 6-7 weeks is not unusual, giving a stock turn of Kanban items of 7 to 8 weeks typically Note: You will never get Kanban sizing exactly right.Its a balancing act between keeping your stocks low and never letting your customers down. But you can tackle and refine it gradually - Peter Varnsverry 32 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Calculating the Number of Kanbans Needed Kanban size typically refers to the number of items associated with each Kanban (affected by process type, EOQ and logistics). The number of Kanbans (or cards) needed has to be calculated. Although over time this number should be reduced leading to a reduction in inventory. The calculation is: Number Required is equal to: (Average Demand per Unit Time) x Total Supply Time (Order to Delivery) x 1-Buffer Time (always <10%) Container Capacity (not more than 10 % of average demand) Note the demand can be given as hourly, daily, weekly or monthly depending on needs Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 17 The British Standards Institution 2008 33 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 How is a Kanbans Performance Measured? Some examples are given below: Number of stock outs over a given period. Number Kanban demands triggered over a particular time period: This will give a measure of a Kanbans logistical accuracy ie ROP, ROQ and Safety Stock and any changing market demand in terms of RRS. Supplier Response Time or Total Supply Time: The total time from when the demand was sent until the receipt of the total quantity of the requirement. Agreed prior to system launch in order to calculate the number of Kanban cards. The level of quality typically achieved, eg, ppm, yield, sigma level. 34 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Use of a Kanban Schedule Board When Kanban cards are received from customers they are put in the slots from top to bottom Each column & number represents a different item that will be required (in multi-item scenarios, level scheduling or Heijunka (a little of everything every day) is applied The Green & Red Zones give the number of Kanbans that are held, whilst the Red Zone signifies when an item is almost out of stock (safety zone) and should be prioritised The board allows the real consumption of the customer to become clearly evident as it does the amount of Work in Progress (WIP) 2 1 3 4 Lean Six Sigma Operational - Delegate Workbook SSG06101ENUKMS Kanban//Issue 1.1/April 2008 18 The British Standards Institution 2008 35 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Use of a Supermarket to Control Inventory The board can be replaced by a supermarket where process constraints prohibit continuous flow (eg where one supplier services many value streams) The supermarket is owned by the supplier and acts like a corner shop grocery in that every item has a fixed location and amount. The Kanban signal is effectively when the customer makes a purchase suggesting upstream replenishment should be started Supermarkets should be carefully located to minimise transport waste Strict policing of locations and quantities of stock held are maintained 36 SSG06101ENUKMS Delegate Slides/Issue 1.1/ April 2008 Summary One piece flow is demand driven (pull system), and uses batch sizes of one versus a forecast and plan oriented production system (push system) that uses larger batch sizes From a Lean viewpoint one-piece flow is optimal as inventory is reduced as is cycle time One piece flow is not always possible, in which case a Kanban system should be considered Differing types of Kanbans exist, for example some trigger an operation (production) and others trigger the movement of stock (flow) In Lean the goal is always to reduce inventory by reducing number of Kanbans