delivery kanban - marek on lean | just another … · 2 [email protected] introduction -...
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Introduction - Marek Piatkowski
Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario
from 1987-1994
TPS/Lean Transformation Consulting - since 1994
Professional Affiliations
TWI Network – John Shook, Founder
Lean Enterprise Institute (LEI) – Jim Womack
Lean Enterprise Academy (LEA) – Daniel Jones
LEI Poland – Tomasz Koch, President
Lean Transformation Solutions, Toronto, Canada
www.TWI-Network.com
Warehouse vs. Supermarket
Supermarket is a storage place where all parts and components used
by the specific Customers (Departments) are kept
All parts kept in a designated location
All parts kept in designated containers
All parts and containers are clearly identified
Minimum and maximum levels of inventory (number of containers) are
defined
Parts are replenished several times per day
FIFO (First-in-first-out) is in place
Lot control, when applicable, is in place
Delivery Kanban – how does this effect you?
Purchased Parts
Purchased parts will be delivered to the Supermarket in your area – you no longer need to go to the Warehouse
If parts that you need are not in the Supermarket notify your Supervisor
Delivery Quantities
There will be a standard quantity of parts in every tray and container, as specified by a Kanban card
All Purchased Parts will be in stored and delivered in easy-to-use containers with small quantities of parts inside.
Delivery Kanban – how does this effect you?
Supermarkets - When ordering parts from the Supermarket
Order only what you need – one container at a time
When you empty the container, return it to a designated location in the Supermarket – empty Kanbans.
Pick up the next container only if you need more parts
When you finished the job and you have a partial container
Put the container on a shelf in the Mini-Market
This partial container should be used first next time you run this job
Operating Rules - Kanbans
Every box, every tray, every container, etc… must have a Kanban card attached to it.
All parts must be stored in one of the three designated locations:
Supermarkets storage
Point-of-use (Mini-Market) storage
WIP – Flow racks, work stations
Place for every part and every part in its place
Inventory is controlled by the number of Kanban cards in each loop
Need more inventory – add more Kanban cards
Reduce inventory – pull out Kanban cards
Supplier Kanban card
Example of Delivery Kanban
Used only in the Purchase Parts Warehouse to order parts from
outside Suppliers
Should not be found outside the Warehouse
These cards should only be used by the Warehouse and Purchasing
personnel
Purchased Parts Kanbans – cards & containers
This is a Delivery Kanban
These cards and containers are used to control flow of parts from the Warehouse to manufacturing Supermarkets
These Kanbans will be collected several times per day in order to deliver parts to manufacturing Supermarkets
Operating Rules
Kanban Cards
All permanent Kanban cards and returnable Kanban containers must be treated as a valuable commodity and a Company property
Do not throw away any Kanbans cards or containers without an approval from the Material Management group
If any Kanbans are found out of place, please report them to the Materials Management group or your Leader
For low volume products (not stored in a Supermarket) we will issue a temporary one time “Build to Order” Kanban card – these cards can be disposed at the end of the process
Advantages of a Pull System
We do not have to depend on a Customer forecast, which in a lot of cases is inaccurate, to schedule production and to order parts and components
We produce only what is needed – we make only what was pulled from the Supermarket
We control our inventory through the use of Kanbans
We can easily tell what parts we have and what parts we need – we do not waist time looking for parts
The Pull System should:
Eliminate part shortages
Tell us to build only what the Customer needs
Lean Transformation SolutionsThis presentation is an intellectual property of F.S.P. Consulting Inc.
No parts of this presentation can be copied or reproducedwithout a written permission from:
Marek Piatkowski F.S.P. Consulting Inc.
iPhone: 416-235-2631Cell: 248-207-0416