Kanban Consulting Service

Background


"It is not the strongest of the species that survives, nor the most intelligent. It is the one that is the most adaptable to change". Everyone is familiar with Darwin’s principle. However, today’s business world would probably consider the concept of “Survival of the Quickest” to be more appropriate. By implication, one of the keys to a company maintaining its competitive edge is to accelerate its supply chain.

In the business environment, we have come to a point in which it is not permitted to have a calm stance towards the coming of the global “super competition era”. We have come to an era when we need to accurately grasp the present state of affairs, and to scientifically and steadily step forward towards the achievement of the company’s vision for the future.

In any business model, whatever the stance targeted, it is necessary to always combine it with the so-called mental back-bone, sense of values. It is necessary for it to acquire the skill of feeling and acting on its own through its ceaseless creation and challenges towards the realization of achieving the best QCD in the industry
Q: Quality, Ensure quality that satisfies the customers
C: Costs, Eliminate losses and waste
D: Delivery, Don’t make anything that isn't needed, don’t deliver anything that isn't needed, only deliver the right things, in the right time and right quantity.

Theories on creating leaner production processes have been discussed more than enough in recent years. Consequently, it might reasonably be assumed that, in the meantime, objectives such as low inventory levels, short throughput times or high standards of flexibility should have become the norm. Outside the board rooms, however, the reality to be confronted in many production facilities is all too often an entirely different one: Cluttered transport routes, overflowing finished goods stores, immense quantities of WIP, unscheduled

machine down times. Add to this the recurring complaint about delivery problems.

A common supply chain problem in manufacturing industry today is the breakdown in information flow the moment an order is transferred to the in-house production facility. The customer agent is not informed about whether the order was completed on time, too early or too late – if at all, too often, this information comes via a customer complaint.

In such situations it is necessary to streamline business processes, in particular, to reduce lead times through the application of detailed flow techniques. An example of this would be the implementation of a Kanban system. The application of Kanban permits the maintenance of low stock levels while simultaneously improving the capability to deliver. Material is requisitioned “just in time“ by, and on behalf of, the subsequent downstream manufacturing station from the immediate upstream unit using a Kanban.

Kanban Prerequesite

When introducing Kanban, certain rules have to be observed to ensure a smooth and uninterrupted production sequence.

• The trigger for replenishment is always made by the next downstream process.
• Demand orientation applies along the entire logistics chain.
• The downstream process meets the requirements of the upstream process.
• Components are always stored and transported in standardised containers.
• Without the presence of the Kanban card, no manufacturing or transport operation can take place.
•  The number of Kanban cards may not be changed without prior approval.

In addition to these fundamental rules, Kanban represents a cultural change in the way activity is

triggered within an organisation. The system can only be realised if all employees/staff are properly

engaged in the implementation process. Early integration of employees is essential if the application

is to be successful.

If you need additional information or are interested in pragmatic implementation concepts, please contact

me or find my email address below:

anafaiz@gmail.com
mfaizana@yahoo.com