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Lean Manufacturing and Industry 4.0
Published in Turan Paksoy, Çiğdem Koçhan, Sadia Samar Ali, Logistics 4.0, 2020
Batuhan Eren Engin, Ehsan Khajeh, Turan Paksoy
Kanban is an efficient pull manufacturing method that retains a continuous material flow by maintaining a predefined stock level, which uses consumption-based replenishment philosophy instead of forecasting based replenishment philosophy, to minimize unnecessary inventory level. The traditional Kanban method uses a bin system in which the materials are stocked, and when any bin becomes empty, a demand signal is triggered. New information and communication systems that are brought by Industry 4.0, such as Radio Frequency Identification (RFID), allowed Kanban systems to undergo digital transformation, which is now called Electronic Kanban systems. Compared to the traditional Kanban, all movements of the Kanban cards are actually digitized, which are recognized by barcode readers. When a bin becomes empty, Kanban signals are sent automatically. E-Kanban is reported to help reducing the production lead times, financial costs, effective and efficient work processes and waste (Jarupathirun et al. 2009). The advantages of using Electronic-Kanban are that lost cards will be solved, the demand need is delivered right on time, the card handling is eliminated and it improves the supply chain transparency (Kouri et al. 2008).
Foundations of Lean
Published in Steven C. Bell, Michael A. Orzen, Lean IT, 2010
Steven C. Bell, Michael A. Orzen
Pull removes the opportunity for overproduction* and supports flow by regulating work activity. In a pull system, all work is performed just-intime triggered by a customer demand signal (kanban). The sequence of the pull signals establishes clear priorities, the receiver of the signal is directly accountable, and the signal itself provides visibility.
Lean – Lean Building Blocks – How To
Published in Raymond Kelly, The Myths and Truths of Lean Transformations, 2018
This can be translated into a manufacturing run strategy such as that in Figure 3.12.Rate-based scheduling: Rate-based scheduling is considered continuous-flow production. It could also be converted into a Production Wheel / or an Every Product Every Day scenario. Basically, you’ll want to manufacture your very highest-demand As at a continuous steady rate every day (or every set interval: shift, day, week, month, etc.).Demand pull (scheduling replenishment orders): This is a demand-replenishment scheme where you’re replenishing to a demand signal (kanban) but scheduling the actual production based on capacity. Typically, you would schedule the production replenishment again, such as Production Wheel / or an Every Product Every Interval (EPEI) scheme with the interval daily or weekly. This is an overlapping category, as there may be some As, Bs, and even Cs that you manufacture on a purely pull system. But the key here is that you based your pull signal (kanban) on different process lead time (a.k.a. replenishment lead time), and process lead time is based on the frequency (run strategy) that you produce your As, Bs, and Cs. This is pull-production, and since the pull signals are very random, you’ll often need to use a heijunka board to “schedule” your kanbans (heijunka is Japanese word that means leveling or levelization) (Figure 3.13).Make-to-forecast: This is a technique that would be only used for the lowest-demand Cs. For this category of Cs, production can be forecasted and slotted into a Production Wheel or Every Product Every Interval, with the interval monthly, quarterly, or even yearly. You would seldom produce the Cs, but when you did, you would build inventory to cover the historical demand over the “interval” period. This seems like it might be a lot of inventory, but remember, these are Cs – i.e. low demand – so even a year’s demand should be relatively small.Make-to-order (a.k.a. project management): Because Ds are classified as low volume with unpredictable demand, the holding of any inventory of a D product would be as high-risk, and D inventory would probably inevitably end up falling into an obsolescence or extreme slow-moving inventory category – not a desirable scenario.
Performance comparison of multiple product kanban control systems
Published in International Journal of Production Research, 2018
Rajesh Piplani, Alvin Wei Hern Ang
A part is then released into the MP since all three, a component (infinite supply), demand signal and a Kanban, are available. However, if no un-dispatched kanbans are available, the demand signal waits. Since we assume that the component buffer () contains infinite number of components, the pre-requisite for MP to start producing a new lot is the availability of a demand signal in and a Kanban in .