Metal Fabrication And Kanban

Kanban Defined

Kanban Defined

Kanban means "visual card" in Japanese and was developed by Toyota. Kanban helps companies employ just-in-time (JIT) production. It is employed as a signal that is sent through the supply chain to tell employees when a supply is needed. For instance, if a card is strategically placed at the bottom of a carton of supplies with data about the supply on it, the employee that uses up the last of that carton of supplies takes the card and sends it on to the supply manufacturing site so that more can be sent for. More are only ordered when the previous supply is used up.

Kanban is called a pull system in the production realm. Pull means demand. New supplies are authorized only when a demand for them is necessary. Cards are not the sole method of new supplies being ordered. If a box or pallet runs out of supplies it contained, for example, the empty box or pallet can cue that a new order needs to be made.

There are metal fabricators that will help organizations that purchase from them cultivate Kanban systems. This will allow a business to only have to have the manufacturer produce a product when needed and have a JIT system.

Kanban Benefits

Some Kanban system advantages include inventory control so it is always lean and low turnover raw materials are minimized. Productivity is increased when inventory turnover is maximized. Floor space need is lessened since it is not needed to accommodate a substantial inventory. Customer response is improved and production lead time is improved upon since the whole production system is based on customer needs.

How Does Kanban Apply in the Real World?

In our business, Maloya, we effectively utilized the Kanban system. This was accomplished by a number of methods. One method was to utilize carts that were arranged with the specific parts required to build a product. Each cart contained all of the part numbers and parts to construct one of the heaters as well as photographs of the components necessary. Through this format of organization, the welders could manufacture the product and not have to spend their valuable time looking for and amassing all the needed parts to construct the product. When the cart was empty, this was essentially the Kanban visual cue or card that the cart needed to be refilled, or supplies needed to be replenished. Any inventory differences would also be found previous to production.

The Kanban visual cue for heater production is when the first big component is produced, which is the outer shell of the heater. The staff in production will notice the large outer shell and know that they are to produce a heater. In this Kanban visual cueing method, a scheduling plan is not needed as the employees know by what they see what they should be working on. When they notice the availability of a component, it sets off a chain reaction of a series of certain activities, initiating the heater production cycle.

As part of the Kanban system, Maloya also used an inventory tagging procedure. In this process, red tags indicated that a material was supplied by a client. Green tags meant the material was for inventory. Yellow was a tag for a material that was purchased for certain orders. This tagging additionally improved the efficiency of the process. A color-coded system was also used on the shop floor for work order travelers. The colors signal to the employees on the floor information about the product. For example, blue would be a basic part that is produced and shipped. Orange would mean a component for sub-assemblies, yellow is for sub-assembly parts and black is for final assembly.

Kanban is an efficient method to have fewer inventories on the floor. It also is effective in conveying to staff what to build next. As long as everybody understands the Kanban formula, it can help streamline work flow in a manufacturing setting.

by: Reto Hug.

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