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Description

- Thoroughly explains Kanban ...and has all the insights, experiences and instructions needed for successful Kanban.

- Your Step-by-Step Guide to Kanban. Best Practices for implementations and check-ups.

- Free Updates and downloads of all forms and documents included.

Key Book Benefits: Delivers authoritative, field-tested best practices for Kanban. Covers the full lifecycle, from planning, design, and deployment. Includes access to download of complete set of documents as discussed in the book, and more. The instantly downloadable documents can be used straight away. Comes with job aids, utilities, and full downloads of all documents.

Drive Better Productivity and Increase Success with this book – Starting Now.

Discover Real-World Best Practices-Without Paying Expensive Consultants

You're investing in Kanban for one reason: to drive major performance improvements across your entire organization. Kanban Best Practices will help you do just that. Drawing on their experience with dozens of deployments, The Art of Service offers expert guidance on every aspect of Kanban deployment, with results-focused best practices for every area of the organization touched by Kanban, including sales, marketing, customer service, finance, legal, and IT.

This is information you'd otherwise have to pay a consultant top dollars to get...information you won't find in any other book!

The Art of Service walks you through developing a comprehensive and effective implementation strategy, followed by tactics and specifics to overcome every challenge you face, including internal politics. Through this book and its companion Web site, The Art of Service provides presentations, questionnaires, step-by-step guides, and extensive resources-all part of the Content on Demand system that gives your organization maximum results from Kanban.

- Achieve higher end-customer satisfaction and dramatic productivity gains

- Overcome "people, product, and process" pitfalls that can limit the value of your Kanban

- Learn which procedures, processes and documentation are right for your implementation

- This book's varied set of start-to-finish roadmap documents for success can be used by companies of all sizes in all industries for executives, team leaders, implementation team members, developers, and users throughout the business.

From Overwhelmed to Empowered - Changing the way you find Answers - This book includes access to The Art of Service's on-demand digital library to Search, Download, Learn and use direct applicable documents for technology and business professionals, eliminating spending money and time on self-development.

Every day, many large enterprises run hundreds of projects using The Art of Service Documentation. For these companies, The Art of Service is ideal for their custom project development, quality assurance, IT Service Management implementation, virtual training, or documentation.

The Art of Service Content-on-Demand is unique. With The Art of Service, users get the documents and the knowledge they need and IT managers get complete visibility and management control over project deployments. Get Your Access Today.

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Publié par	Emereo Publishing
Date de parution	17 janvier 2013
Nombre de lectures	0
EAN13	9781486460595
Langue	English
Poids de l'ouvrage	23 Mo

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Extrait

Kanban Guidance

Real World Application, Templates, Documents, and Examples of the use of Kanban in the Public Domain. PLUS Free access to membership only site for downloading.

Introduction

Welcome to the Kanban Guidance Guide. This book contains templates, documents and examples of Kanban.

You have direct access to the downloadable îles at:

https://it963.infusionsoft.com/app/page/Kanban

Content on Demand Online is an on-demand digital library you can use to search, download, learn, edit and directly use applicable documents for technology and business professionals.

In this book, you will înd documents showing how to create or manage Kanban, useful examples and case studies to show you how other businesses have done it, and adaptable template documents for you to apply to your own business.

Free Access to the Content on Demand Online database!

In addition to the documents included in this book, you are now welcome to enjoy complimentary access to the Content on Demand Online database. Once logged in, you will be able to download editable copies of all (and more!) documents in this book.

To gain access, visit the download URL now:

https://it963.infusionsoft.com/app/page/Kanban

Contents:

• • •

• • • • • •

Kanban Guidance - Case Studies- Examples of Environmental Beneîts through Lean Implementation Guidance - For Toyota Whose Assembly Line Prowess—symbolized By The Humble Kanban Card Guidance - Kanban Guidance - Lean Green Manufacturing Guidance - Procedures In This Instruction To Achieve Cost Schedule And Performance Goals. Guidance - The Lean Journey Guidance - The Performance Based Management Handbook Patent - Kanban control cycle system - US7406358

Notice of Rights

All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. No Claim to Orig. (U.S.) Govt. Works.

Notice of Liability

The information in this book is distributed on an As Is basis without warranty. While every precau-tion has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it.

Trademarks

Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identiîed throughout this book are used in editorial fashion only and for the beneît of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other afîliation with this book.

Kanban

Kanban(かんばん(看板)) (literally signboard or billboard) is a scheduling system for lean and just-in-time (JIT) production. According to its creator, Taiichi Ohno, kanban is one means through which [2][3] JIT is achieved.

Kanban is not an inventory control system but rather a scheduling system that helps determine what to produce, Kanbans maintain inventory levels; a signal is sent to produce and deliver a new shipment when to produce it, and how much to as material is consumed. These signals are tracked through the replenishment cycle and [1] produce. bring extraordinary visibility to suppliers and buyers. The need to maintain a high rate of improvement led Toyota to devise the kanban system. Kanban became an effective tool to support the running of the production system as a whole. In addition, it proved to be an excellent way for promoting improvements because [4] reducing the number of kanban in circulation highlighted problem areas.

Origins In the late 1940s, Toyota started studying supermarkets with the idea of applying store and shelf-stocking techniques to the factory floor. In a supermarket, customers obtain the required quantity at the required time. Furthermore, the supermarket stocks only what it believes it will sell, and customers take only what they need because future supply is assured. This observation led Toyota to view a process as being a customer of preceding processes, and the preceding processes as a kind of store. The customer "process" goes to the store to obtain required components which in turn causes the store to restock. Originally, as in supermarkets, signboards were used to guide "shopper" processes to specific restocking locations. Kanban uses the rate of demand to control the rate of production, passing demand from the end customer up through [5] the chain of customer-store processes. In 1953, Toyota applied this logic in their main plant machine shop.

Operation An important determinant of the success of production scheduling based on demand "pushing" is the ability of the demand-forecast to receive such a "push". Kanban, by contrast, is part of an approach of receiving the "pull" from the demand. Therefore, the supply or production is determined according to the actual demand of the customers. In contexts where supply time is lengthy and demand is difficult to forecast, the best one can do is to respond quickly to observed demand. This difficulty is exactly what a kanban system can help with: it is used as a demand signal that immediately propagates through the supply chain. This can be used to ensure that intermediate stocks held in the supply chain are better managed (usually smaller). Where the supply response cannot be quick enough to meet actual demand fluctuations (causing significant lost sales), stock building may be deemed more appropriate and is achieved by issuing more kanban. [6] Taiichi Ohno states that to be effective, kanban must follow strict rules of use (Toyota, for example, has six simple rules, below) and that close monitoring of these rules is a never-ending task to ensure that the kanban does what is required.

Kanban

Kanban cards Kanban cardsare a key component of kanban and signal the need to move materials within a manufacturing or production facility or move materials from an outside supplier in to the production facility. The kanban card is, in effect, a message that signals depletion of product, parts, or inventory that when received will trigger the replenishment of that product, part, or inventory. Consumption drives demand for more and demand for more is signaled by the kanban card. Kanban cards therefore help to create a demand-driven system. It is widely espoused by proponents of lean production and manufacturing that demand-driven systems lead to faster turnarounds in production and lower inventory levels, helping companies implementing such systems to be more competitive. Kanban cards, in keeping with the principles of kanban, should simply convey the need for more materials. A red card lying in an empty parts cart would easily convey to whomever it would concern that more parts are needed. In the last few years, systems that send kanban signals electronically have become more widespread. While this trend is leading to a reduction in the use of kanban cards in aggregate, it is still common in modern lean production facilities to find widespread usage of kanban cards. In Oracle ERP, kanban is used for signalling demand to vendors through e-mail notifications. When stock of a particular component is depleted by the quantity assigned on kanban card, a "kanban trigger" is created (which may be manual or automatic), a purchase order is released with predefined quantity for the vendor defined on the card, and the vendor is expected to dispatch material within lead time. This system is also available in enterprise resource planning software such as IFS AB, Infor ERP LN, SAP ERP, Deltek [7] Costpoint or Microsoft Dynamics AX.

Toyota's six rules •Do not send defective products to the subsequent process •The subsequent process comes to withdraw only what is needed •Produce only the exact quantity withdrawn by the subsequent process •Level the production •Kanban is a means of fine tuning •Stabilize and rationalize the process

Three-bin system A simple example of the kanban system implementation might be a "three-bin system" for the supplied parts (where there is no in-house manufacturing)—one bin on the factory floor (demand point), one bin in the factory store, and one bin at the supplier's store. The bins usually have a removable card that contains the product details and other relevant information—the kanban card. When the bin on the factory floor becomes empty (i.e. there is demand for parts), the empty bin and kanban cards are returned to the factory store. The factory store then replaces the bin on the factory floor with a full bin, which also contains a kanban card. The factory store then contacts the supplier’s store and returns the now-empty bin with its kanban card. The supplier's inbound product bin with its kanban card is then delivered into the factory store, completing the final step in the system. Thus, the process will never run out of product and could be described as a loop, providing the exact amount required, with only one spare so that there will never be an oversupply. This 'spare' bin allows for the uncertainties in supply, use, and transport that are inherent in the system. The secret to a good kanban system is to calculate how many kanban cards are required for each product. Most factories using kanban use the coloured board system (heijunka box). This slotted board was created especially for holding the kanban cards.

Kanban

Electronic kanban systems [8] Many manufacturers have implemented electronic kanban systems or e-kanban systems. These help to eliminate [9] common problems such as manual entry errors and lost cards. E-kanban systems can be integrated into enterprise resource planning (ERP) systems, enabling real-time demand signaling across the supply chain and improved visibility. Data pulled from e-kanban systems can be used to optimize inventory levels by better tracking supplier [10] lead and replenishment times.

Personal kanban [11] The application of kanban to personal work originated with Jim Benson after he became exposed to related [12][13] [14] [15][16][17] concepts through his associations with David Anderson, Corey Ladas and Don Reinertsen.

References [1] Waldner, Jean-Baptiste (September, 1992).Principles of Computer-Integrated Manufacturing(http://en.wikipedia.org/w/index. php?title=Special:Booksources&isbn=047193450X). London: John Wiley & Sons. pp. 128-p132. ISBN 0-471-93450-X. [2] "Kanban" (http://dictionary.reference.com/browse/Kanban).Random House Dictionary. Dictionary.com. 2011. . Retrieved April 12, 2011. [3] Ohno, Taiichi (June 1988).Toyota Production System - beyond large-scale production. Productivity Press. pp. 29. ISBN 0-915299-14-3. [4] Shingō, Shigeo (1989).A Study of the Toyota Production System from an Industrial Engineering Viewpoint. Productivity Press. pp. 228. ISBN 0-915299-17-8. [5] Ohno, Taiichi (June 1988).Toyota Production System - beyond large-scale production. Productivity Press. pp. 25–28. ISBN 0-915299-14-3. [6] Shingō, Shigeo (1989).A Study of the Toyota Production System from an Industrial Engineering Viewpoint. Productivity Press. pp. 30. ISBN 0-915299-17-8. [7] http://www.microsoft.com/download/en/details.aspx?id=26918 [8] Vernyi, Bruce; Vinas, Tonya (December 1, 2005). "Easing into E-Kanban" (http:/ /www.industryweek.com/ReadArticle. aspx?ArticleID=11009).IndustryWeek. . Retrieved April 12, 2008. [9] Drickhamer, David (March 2005). "The Kanban E-volution" (http:/ /www.mhmonline.com/viewStory.asp?nID=3950&S=1).Material Handling Management: 24–26. . [10] Cutler, Thomas R. (September 2006). "Examining Lean Manufacturing Promise" (http:/ /www.king-content.com/l.cfm?doc=967-8/ 2006).SoftwareMag.com. . Retrieved April 12, 2008. [11] Benson, Jim (February 2011).Personal Kanban: Mapping Work - Navigating Life. CreateSpace. ISBN 1-4538-0226-6. [12] Anderson, David (September 2003).Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results. Prentice Hall. ISBN 0-13-142460-2. [13] Anderson, David (April 2010).Kanban. Blue Hole Press. ISBN 0-9845214-0-2. [14] Ladas, Corey (January 2008).Scrumban: Essays on Kanban Systems for Lean Software Development. Modus Cooperandi Press. ISBN 0-578-00214-0. [15] Reinertsen, Don (October 1997).Managing the Design Factory. Free Press. ISBN 0-684-83991-1. [16] Reinertsen, Don (October 1997).Developing Products in Half the Time: New Rules, New Tools, 2nd Edition. Wiley. ISBN 0-471-29252-4. [17] Reinertsen, Don (May 2009).The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing. ISBN 1-935401-00-9.

Kanban

Further reading • Waldner, Jean-Baptiste (1992).Principles of Computer-Integrated Manufacturing. John Wiley & Sons. ISBN 0-471-93450-X. • Louis, Raymond (2006).Custom Kanban: Designing the System to Meet the Needs of Your Environment. University Park, IL: Productivity Press. ISBN 978-1-56327-345-2.

External links • Kniberg, Henrik (December 21, 2009). "Kanban and Scrum - making the most of both" (http://www.infoq.com/ minibooks/kanban-scrum-minibook). Retrieved December 22, 2011. • David Anderson & Arne Roock (February 2, 2010). "Software Engineering Radio, Episode 156: Kanban with David Anderson" (http://www.se-radio.net/2010/02/episode-156-Kanban-with-david-anderson). Retrieved April 10, 2010. • Kanban Pizza Challenge, a Creative Commons Simulation to understand Kanban (http://www.agile42.com/ blog/2011/09/23/kanban-pizza-game/)

Article Sources and Contributors

KanbanSource: http://en.wikipedia.org/w/index.php?oldid=533349386Contributors: 2001:67C:90:770:A520:9A43:6B8B:E6EC, ARBoughton, AbsolutDan, Ailanto, Andrewman327, Andy1618, Andycjp, Anna Frodesiak, ArpadGabor, Ashgoogol, Asimeow, AtlBo, Azukimonaka, Beatmaster23, Bhny, Bill in NC, Bookofjude, Bozoid, Burrel, Captain-n00dle, Carnildo, Clorox, CommonsDelinker, Craig Pemberton, DARTH SIDIOUS 2, Danieljohnc, DannyWilde, Darac, Darth Panda, Dfev77, Dfltr, Dialectric, Editfromwithout, EdouardDeloin, Egghead06, Ehusman, Ellmist, Elonka, Elwikipedista, FV alternate, Facius, Foxj, FreplySpang, GabrielSjoberg, Gec118, Glendaw, Gnfgb2, GoingBatty, GrahameS, Gunnar Guðvarðarson, Hakanforss, Happysailor, Harshdhandharia, Hasan Jaffal, Hdwan, Hinotori, Hmains, Hohlram, Homecoming 000, Ianhowlett, Ironicon, Ironwolf, J.delanoy, Jatilsharma, Jbw2, Jeff.lasovski, Jenglish02, Jojalozzo, Jondel, Jpatokal, Jute whatever, Kakurady, Kanchan42, Kauczuk, Ke4roh, Kirachinmoku, Kjtobo, Kolmigabrouil, Kurt Shaped Box, Kuru, Kwamikagami, Lawrencewmeyer, Leaders100, LeanInsider, Longhair, Lvildos, MER-C, Manjudh, Mark viking, Maury Markowitz, Mdd, MementoVivere, Meyerkl, ModriDirkac, MrX, Nakon, Naniwako, NathanWalther, NawlinWiki, Neoforma, Nickeitel, Notlex, Nurg, PL290, Paul McMahon, PaulWay, Pedro, Per Honor et Gloria, Phasmatisnox, Philip Trueman, Phuzion, Poisonotter, Pswift, Queenmomcat, Rehnn83, Rembiesa, Rmunish, Ronz, Rutwikrao, Seba5618, Selket, Shadowjams, Spacecat2, Sree7g, Srleffler, Steven Walling, Stumps, Szquirrel, Tabletop, Takeitupalevel, Teckmx5, Ukpremier, Unara, Vikrant33, Vintagesound, Vishal17garg, Waded, Wagonkeys, Wcrosbie, Wilhkar, Will Beback, Wizard191, Wolever, YordanGeorgiev, Yottamol, 196 anonymous edits

Image Sources, Licenses and Contributors

Image:Kanban principles.jpgSource: http://en.wikipedia.org/w/index.php?title=File:Kanban_principles.jpgLicense: Creative Commons Attribution-Sharealike 2.5Contributors: Jean-Baptiste Waldner

License

Creative Commons Attribution-Share Alike 3.0 Unported //creativecommons.org/licenses/by-sa/3.0/

Case Studies: Examples of Environmental Benefits through Lean Implementation

The Boeing Company,Boeing Everett

Introduction

Boeing is implementing Lean projects in various ways throughout its Everett Plant. The Company created an overall Lean Group to assist in the development and implementation of Lean initiatives throughout the plant. Programs invite the Group to participate in specific Lean projects if desired. The different airplane programs and organizations have also created their own Lean offices to focus specifically on Lean efforts within the particular program. For example, the 777 program has developed its own office, Critical Process Reengineering (CPR), to look for opportunities within the 777 line.

Throughout the Everett plant, Lean initiatives have yielded measurable results. Larger efforts, like some of those described below, have resulted in substantial resource productivity gains and savings. Smaller efforts have also produced significant benefits. For example, the development and implementation of an alodine pen to be used prior to primer touch up, has reduced hazardous waste generation by approximately 36, 55-gallon drums per year. As part of a small tool recycling and reconditioning program, the 777 Wing Majors shop is recycling plastic spatulas used to apply sealant, reducing hazardous waste generation by approximately 90 percent (only the scraped sealant residue and velcro pad are disposed of, not the spatula itself).

Lean Efforts

To illustrate in greater detail the affect of Lean Manufacturing efforts at the Everett plant, five Lean projects were selected for closer examination. The initiatives selected and detailed below are the 777 Floor Grid Component Delivery Process, the 747 Line Side Supply and Simplified Ordering System, Chemical Point of Use Stations, 767 & 747 Wing Seal Moving Lines, and the 747 Horizontal Stabilizer project. These efforts are at various stages of implementation and the final effort, the 747 Horizontal Stabilizer Project has been put on hold due to technical and regulatory constraints.

777 Floor Grid Component Delivery Improvements

Boeing, as part of its overall Lean efforts, created a Lean Office to support the Twin Aisle Program (747s, 767s, and 777s). The 777 Line also formed its own group, CPR, to analyze current practices and identify potential Lean opportunities within the 777 program. In identifying potential opportunities, 777 operations were examined in total, providing a broader perspective of the overall program. In taking this more global approach, CPR identified as cost reduction opportunities the shipping processes used for seat tracks and floor beams. Boeing produces the parts in Wichita, Kansas and Tulsa, Oklahoma and then ships them to the Everett plant in Washington State.

CPR held a “Link the Flow” workshop to develop a Lean Vision for the shipping of 777 floor grid components. Workshop participants focused on shortening the overall value chain and

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