Kanban an integrated JIT systemWord格式.docx

Kanban an integrated JIT systemWord格式.docx

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exportable'

ofJapanesetechniques,butthecompleteprocessitselfhasnotyetbeensuccessfullyadoptedoutsideJapan.

1-1THEORGANIZATIONOFTHISREPORT

ThisreportwillfocusontheinterlinkedcomponentsandfeatureswhichconstitutetheJapaneseKanbanprocessoftime-basedmanagement.Inaddition,itwillexaminethepotentialforthesuccessfulimplementationoftheprocessintoAustralianmanufacturingfirms.ExperiencefromtheadoptionofKanbantheoriesinNorthAmericanmanufacturerswillserveasthefoundationonwhichtheAustraliancaseisbuiltupon.

2-0THEJAPANESEKANBANPROCESS-MORETHANINTERNAL'

JUSTINTIMEPRODUCTION'

TECHNIQUES

MostJapanesemanufacturingcompaniesviewthemakingofaproductascontinuous-fromdesign,manufacture,anddistributiontosalesandcustomerservice.FormanyJapanesecompaniestheheartofthisprocessistheKanban,aJapanesetermfor"

visualrecord"

whichdirectlyorindirectlydrivesmuchofthemanufacturingorganization.ItwasoriginallydevelopedatToyotainthe1950sasawayofmanagingmaterialflowontheassemblyline（Perelman,1994:

85）.OverthepastthreedecadestheKanbanprocess,whichBernstein（1984:

48）identifiesas"

ahighlyefficientandeffectivefactoryproductionsystem"

hasdevelopedintoanoptimummanufacturingenvironmentleadingtoglobalcompetitiveness.

TheJapaneseKanbanprocessofproductionissometimesincorrectlydescribedasasimplejust-in-timemanagementtechnique,aconceptwhichattemptstomaintainminimuminventory.TheJapaneseKanbanprocessinvolvesmorethanfinetuningproductionandsupplierschedulingsystems,whereinventoriesareminimizedbysupplyingthesewhenneededinproductionandworkinprogressincloselymonitored.Italsoencourages;

Industrialre-engineering,suchasa'

moduleandcellularproduction'

system,and,Japanesehumanresourcesmanagement,whereteammembersareresponsibleforspecificworkelementsandemployeesareencouragedtoeffectivelyparticipateincontinuouslyimprovingKanbanprocesseswithintheKaizenconcept（Stainer,1995:

11）.

2-1THEKANBAN

TheJapaneserefertoKanbanasasimpleparts-movementsystemthatdependsoncardsandboxes/containerstotakepartsfromoneworkstationtoanotheronaproductionline.KanbanstandsforKan-card,Ban-signal.TheessenceoftheKanbanconceptisthatasupplierorthewarehouseshouldonlydelivercomponentstotheproductionlineasandwhentheyareneeded,sothatthereisnostorageintheproductionarea.Withinthissystem,workstationslocatedalongproductionlinesonlyproduce/deliverdesiredcomponentswhentheyreceiveacardandanemptycontainer,indicatingthatmorepartswillbeneededinproduction.Incaseoflineinterruptions,eachwork-stationwillonlyproduceenoughcomponentstofillthecontainerandthenstop（Roos,1992:

112）.Inaddition,Kanbanlimitstheamountofinventoryintheprocessbyactingasanauthorizationtoproducemoreinventory.SinceKanbanisachainprocessinwhichordersflowfromoneprocesstoanother,theproductionordeliveryofcomponentsarepulledtotheproductionline.Incontrasttothetraditionalforecastorientedmethodwherepartsarepushedtotheline（Roos,1992:

113）.

TheKanbanmethoddescribedhereappearstobeverysimple.However,this"

procedureisonlyasub-processintheJapaneseKanbanmanagementsystem.

2-1-1SIMPLEVERSUSINTEGRATEDKANBANPROCESSES

TheKanbanprocessutilizestwodifferentkindsofcards-transportKanbanandproductionKanban.Bothofthecardsdonothavetobeusedsimultaneouslyinaproductionprocess.

ThetransportKanbancontainsinformationfromwherethepart/componentoriginatedanditsdestination.Whenonlythiscardisused,itisknownasasimpleKanbanprocess.Inthissystemcomponentsareorderedandproducedaccordingtoadailyschedule.Roos（1992:

113）describesthissystemas"

orderingaboxwhenitistheonlyoneleftonline"

.

TheproductionKanban,ontheotherhand,outlinestowhatextentandwhenworkhastobeaccomplishedbyaspecificstationontheproductionline（Roos,1992:

113）.TogetherwiththetransportKanban,itisknownasanintegratedKanbanprocess.Thissystemisoftenusedbetweenthecorporationanditssuppliers.Here,thecorporation'

stransportKanbanisthecardwhichregulatesthesupplier'

sproductionKanban.Thesameamountofcomponentsareproducedasusedinproductionandthemaximumstocklevelisdeterminedbythenumberofcardsthatareincirculation.Thenumberofcardsincirculationcanbedeterminedbyanalgebraicformula（referappendix1）.

2-1-2EXAMPLE

Inthecaseofmanymanufacturingplants,thesupplieristhewarehouseandthecustomeristheassemblyline.Inthiscase,oneboxofcomponentsgoestothecorrectstationattheassemblylineatatime.Whentheboxisempty,anoperatortakesitbacktothewarehouse,andthisautomaticallytriggersthedeliveryofthenextboxofcomponents.SinceonlythetransportKanbanisused,thisexamplerepresentstheapplicationofthesimpleKanbansystem.

ToyotaofJapanhastakentheexamplediscussedaboveonestepfurther.Here,certaincomponentsaredirectlysuppliedfromsupplierstotheproductionline.Stocklevelsarethereforekeptlowandfactoryoverheadcanbereduced.Thesupplier'

sworkstationsareregulatedbytheproductionKanban,whichinturnisregulatedbythetransportationKanbanfromToyota'

sproductionlines.ThetransportKanbanissimultaneouslyusedinternallybetweenthewarehouseandtheproductionlines.ThisisanexcellentexampleoftheintegratedKanbansystem.

2-1-3ADVANTAGESOFTHEKANBANPROCESS

Roos（1992:

115）notesthefollowingadvantagesofKanbanoverthetraditionalpushsystem:

·

1Asimpleandunderstandableprocess

2Providesquickandpreciseinformation

3Lowcostsassociatedwiththetransferofinformation

4Providesquickresponsetochanges

5Limitofover-capacityinprocesses

6Avoidsoverproduction

7Isminimizingwaste

8Controlcanbemaintained

9Delegatesresponsibilitytolineworkers

Hefurtherindicatesthat"

Kanbanrepresentsanefficienttooltocontinuouslyrationalizetheproductionprocessandfindthesourceofproblems"

（Roos（1992:

115）.SincethecirculationofKanbanwillstopifthereisaproductionproblemonline,itiseasytobothspotandcorrecttheprobleminstantaneously.

2-2THEKANBANPROCESS-MORETHANINVENTORYCONTROL

TomanagersoutsideofJapan,Kanbanmaylookonlylikeapureproductionmethodhavinglittleornothingtodowiththesurroundingenvironment.Thisisafallacy.Instead,theconcepttakesformontheshopfloor,incloseinteractionbetweentheworkforceandmanagement,andmoreimportantly,involvesbothinternalandexternalcustomers.Kupanhy（1995:

62）identifiesKanbanasaproductionsystemwhichdrawsmanyofitselementsfromtwoprimarysources:

industrialre-engineering,andworkforce（Japanese）Kanbanmanagement.

2-3INDUSTRIALRE-ENGINEERINGANDKANBAN

IndustrialreengineeringwhichgoeshandinhandwithKanbanconsistsofelementssuchas:

1Modular/cellproduction.Flow-of-products-orientedlayoutofprocessesandmachineslayout.

2U-shapedproduction/processinglines

3Totalpreventivemaintenance

4Massproductionofmixedmodels

TheinterrelationshipbetweentheKanbanconceptandindustrialre-engineeringisclear.

Modular/cellmanufacturing,whichissometimesreferredtoasgrouptechnologyinvolvesorganizingmachinerysothatrelatedproductscanbemanufacturedinacontinuousflow（Kupanhy,1995:

62）.Here,productsflowsmoothlyfromstarttofinish,partsdonotsitwaitingtobeworkedon,andforklifttrucksdonottravelkilometerstomovepartsandmaterialsfromonepartoftheplanttoanother.Thiscanbecontrastedtoatypicalproductionsystem,wheremachinesaregroupedbyfunctionandproductsmovefromfunctiontofunctionfromoneendofafacilitytoanotherandbackagain.Thisresultsinlongwaitingtimesbetweenprocedures.Kanbanwillnotworkeffectivelywithoutefficientlogisticssystemsandprocess-orientedplantlayouts.KanbancontrolledproductionandtheKanbanitselfmustbeabletoflowsmoothlybetweenprocesses（Kupanhy,1995:

63）.Modular/cellmanufacturingcanberealizedbyU-shapedprocessinglines,whichintegratethemanufacturingprocessintoacontinuousflowandincreasesupplyaccessibilitytothelines.ItwouldbeimpossibletojoindifferentprocessestoformaU-lineifprocessesarenotintegrated.Inaddition,TotalPreventiveMaintenance,whichpreventsmachinesfrombreakingdownormalfunctioningduringtheproductiontime,alsocontributestotheefficiencyofKanban.

ToyodaGoseiCo.advisorTaiichiOhno,architectoftheToyotaKanbansystembelievesthatthereal