1 Abstract
It is said that a Kanban-System improves a process by changing the information flow in the process and rearranging rules of responsibilities. The purpose of the study was to find out what a Kanban is, what does it make the superior application to conventional western strategies, and what are the weak points of it. Furthermore, the study aims to have a look at the supporting environment to find out if there are requirements for a Kanban-system to be successful. To control and to measure the success of an introduced Kanban system, various methods and tools were examined, compared with conventional methods and tools, and presented. Finally, the study tried to use all collected information for a theoretical approach how to introduce a Kanban system step by step. To get an unprejudiced sight on this topic the development over the last years, scientific journals, and books from the early 80s until today were inspected.
The principal conclusion of the study was that Kanban can be a very efficient method to improve processes, to reveal problems, and to involve worker more in processes for improved motivation that results in a process improvement. But this needs a good prepared environment with trained staff through all levels. And the more a process is complex due to complex products, the more it is essential that the environment is working properly. Furthermore, the need of controlling tools and proper consequences seemed to be a significant part that decides over success or fail.
Table of Contents
1 Abstract
2 Introduction
3 Kanban - The Japanese Way of Life
3.1 What are the advantages of Kanban? Worth the sweat?
3.2 I’ve seen all the benefits, but what’s the catch?
3.2.1 Blocking Mechanism
3.2.2 Cycle Issue
3.3 From Simple Cards to High-Tech Devices?
3.4 Show Me Your Cards And I’ll Tell You How Successful You Are
4 Process-Environment: The true power of a company
4.1 Kaizen
4.2 Seven forms of waste
4.3 Just-in-Time
4.4 5s Circle
4.5 Six rules for Kanban
4.6 Value Stream Mapping
5 Controlling
5.1 Visual Management
5.2 Process Control Chart
6 A Theoretical Approach
6.1 Analysing the initial state
6.2 Step by Step - What Needs To Be Done
6.3 Comment
7 Conclusion
8 Recommendation
Project Objective and Themes
The primary objective of this project is to analyze the Kanban system within the context of Lean manufacturing principles. The research explores the requirements for successful implementation, compares it with conventional western management strategies, and identifies both the benefits and potential pitfalls of using Kanban, ultimately providing a theoretical, step-by-step framework for process improvement.
- Lean management and process optimization
- Kanban system mechanisms and pull-strategies
- Process environment, including Kaizen and the 5s methodology
- Controlling techniques and visual management tools
- Theoretical transition from MRP II to Kanban-controlled processes
Excerpt from the Book
3.1 What are the advantages of Kanban? Worth the sweat?
In the very first place Kanban requires to understand the entire process in detail where Kanban is supposed to be implemented. It is not possible to implement Kanban properly by just guessing or proposing the process steps and process flow. But this is also the first indirect advantage of Kanban - grasping what actually happens on the shop floor. But furthermore, waste in the process becomes visible. Questions like ’Why do we send all the spare parts over there even when we need it here?’ will come up and help to improve the process without even implementing Knaban cards yet. It has been seen that talking about the benefits of Kanban includes not only Kanban itself. Furthermore, all ’Lean’ methods that are necessary to be carried out around the Kanban will bring a benefit to the process (’Lean’ methods will be discussed in Chapter 4 in more detail). After preparing the process properly Kanban can finally be implemented.
Now, the push process will be turned around into a pull process as described in Chapter 3. The ideal flow of a process would mean that there is no Kanban in the process. At first this may sound strange, but it will come clear by having a closer look what actually Kanban does. As explained in Chapter 3, Kanbans are attached to an item or box stored in a buffer area. And buffer means waste or also known as work-in-process. All items in this area cost money without benefiting the company at all. This is also one of the 7 wastes in ’Lean’ called Inventory. That means, in an ideal process flow, oriented to the customer, perfectly balanced, no inventory would be necessary. The items would just go from one process station to another and finally to the customer just in time. So, no Kanban card is needed in such a ideal process. But because this is more idealistic than realistic, Kanban cards come in action. The rule of thumb is: ’The less Kanban cards needed, the better the process performance is going to be’.
Summary of Chapters
1 Abstract: Provides an overview of the study’s purpose, methodology, and the key finding that Kanban is an efficient process improvement method requiring a well-prepared, trained environment.
2 Introduction: Outlines the shift from traditional MRP II systems to Lean-Principles in response to global competition and defines the study’s focus on Kanban as a tool for process improvement.
3 Kanban - The Japanese Way of Life: Explores the mechanics of pull-strategies, defines various Kanban types, and examines critical challenges like blocking mechanisms and cycle issues.
4 Process-Environment: The true power of a company: Discusses the foundational Lean elements required for Kanban success, including Kaizen, waste reduction, the 5s circle, and value stream mapping.
5 Controlling: Examines effective control methods in Lean, emphasizing the importance of visual management and the specific interpretation of process control charts.
6 A Theoretical Approach: Applies the researched principles to a practical scenario, demonstrating the transformation of a traditional MRP II process into a Kanban-based pull system.
7 Conclusion: Summarizes findings, highlighting that while Kanban is effective, its success is inherently dependent on the underlying Lean philosophy and organizational attitude.
8 Recommendation: Advises companies to transition slowly toward a Lean-thinking philosophy before full-scale Kanban implementation to ensure sustainable success.
Keywords
Kanban, Lean Principles, Pull-Strategy, Process Improvement, Kaizen, Just-in-Time, Waste Management, Value Stream Mapping, Controlling, Visual Management, MRP II, Production Systems, Inventory, Efficiency, Organizational Culture.
Frequently Asked Questions
What is the core focus of this project?
The project focuses on the Kanban system as a tool for Lean process improvement, examining how it replaces conventional push-strategies with customer-oriented pull-strategies.
What are the primary themes discussed in the work?
Key themes include Lean manufacturing, the mechanisms of Kanban, the necessity of a supporting environment (Kaizen, 5s), and controlling techniques for process monitoring.
What is the central research goal?
The goal is to understand what Kanban is, evaluate its superiority over traditional strategies, identify the requirements for its successful implementation, and create a theoretical framework for its introduction.
Which scientific methodology is applied?
The study uses literature reviews of scientific journals and books dating back to the 1980s, combined with a practical theoretical application and value stream mapping analysis.
What is covered in the main body of the text?
The main body covers the definition of Kanban, the Lean environmental prerequisites, specific Lean tools, visual control methods, and a step-by-step theoretical approach to changing a company's production flow.
Which keywords define this study?
Important keywords include Kanban, Lean Principles, Pull-Strategy, Process Improvement, Kaizen, Just-in-Time, Value Stream Mapping, and Visual Management.
What is the difference between MRP II and the Kanban pull system?
MRP II is a push-based system driven by central electronic data processing, whereas Kanban is a pull-based system where production is triggered by actual consumption and signaled via cards or boards.
Why is the attitude of staff considered the biggest obstacle to implementation?
The study concludes that Kanban is not just a tool but a philosophy; without a shift in mindset across all hierarchical levels regarding responsibility and continuous improvement, technical implementation will not succeed.
What is the significance of the "Lean" philosophy for Kanban?
The research reveals that Kanban acts as the "tip of the mountain"; it cannot function properly without the underlying foundation of Lean methods and a culture that supports continuous improvement.
How does the project use the Value Stream Mapping method?
It uses Value Stream Mapping to analyze the current state of a process to identify waste, compare it to a target state, and illustrate how a shift to a Kanban-based system can significantly improve the value-adding ratio.
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- Manuel Ringwald (Autor:in), 2013, The Kanban System and its Requirements, München, GRIN Verlag, https://www.grin.com/document/229794
