Presentation Kanban

14-1 JIT and Lean Operations

KANBAN IMPLEMENTATION KANBAN IMPLEMENTATION AT A AT A

TYRE MANUFACTURING PLANTTYRE MANUFACTURING PLANT

Venkatesh KBS


JIT/LEAN PRODUTIONJIT/LEAN PRODUTION

Just-in-time (JIT): A highly coordinated processing system in which goods move through the system, and services are performed, just as they are needed,

JIT lean production

JIT pull (demand) system

JIT operates with very little “fat”


KANBANKANBAN

The heart of the JIT system is the Kanban

Kanban: Card or other device that communicates demand for work or materials from the preceding station

Kanban is the Japanese word meaning “signal” or “visible record”

Paperless production control system

Authority to pull, or produce comes from a downstream process.


Uses of Kanban systemUses of Kanban system

Reducing inventory

Eliminating stock-outs

Replacing massive computers

Slashing overheads

Improving service and product quality


Kanban MisconceptionKanban Misconception

It is seen as a pure production method having little or nothing to do with the surrounding environment

Kanban focuses on the mathematical complexities of Kanban or elaborate abstract rules of operating Kanban with inadequate attention to its practicality and implacability on the shop floor.

We aim to keep the above misconceptions to rest by developing an easy to implement set of operating rules

at a tyre manufacturing plant.


Kanban implementationKanban implementation

The Kanban system was implemented at the auto ancillary unit producing tyres for both 1) OEM & 2) Replacement

market.

Phase Particulars

Induction

Implementation

Evaluation

Model area selection, Training, Design of Kanban and board

5S, SMED, Multi skilling, SPC and operating rule

Pilot run, Evaluation against set values of parameters


Master scheme for Kanban implementationMaster scheme for Kanban implementation

MASTER SCHEME for Kanban implementation sep05 oct05 nov05 dec05 jan06

1 2 3 4 1 2 3 4 1 2 3 1 2 3 1 2 3

Selection of model area

Layout improvement

Multifunction workmen training

Reduction of setup time by SMED

Pilot run


Induction phaseInduction phase

Selection of model area:

Extrusion process/area where mixed compounds from the previous stage are fed and extruded components are use for tyre building process.

WHY- It has excess capacity and enough space to accommodate increased WIP and changeovers.


Induction phaseInduction phase

Project team formation: 1 industrial engineer, 2 production officers, 1 maintenance engineer, 1 technical officer and operating crew.

Introductory education and campaign: Group training & individual training.

Kick off : Sense of responsibility & recognize the importance of the task


Implementation phaseImplementation phase

Introduction of 5S in model area { Housekeeping}

STEP 1: Zone preparation

1.1 prepare zone map

1.2 Identify team for each zone & sub zone

1.3 Arrange awareness training

STEP 2: Kick off

STEP 3: Implement 5S in the model area


STEP 3.1:SEIRI ( sorting necessary from unnecessary items)

3.1.1: Identifying red tag targets

3.1.2: Make and attach red tags

3.1.2: Evaluate and decide the frequency of sorting and responsibility

STEP 3.2: SEITON (Systematic arrangement)

3.2.1: Determine and prepare locations

3.2.2: Indicate item names and make orderliness your habit

5S5S

inventory

equipment

space


5S5S

STEP3.3: SEISO ( Cleanliness)

3.3.1: Prepare cleanliness inspection check list

3.3.2: conduct cleanliness audits

3.3.2: Evaluate and decide frequency & responsibility of inspection.

STEP3.4: SEIKETSU ( Standardization)

3.4.1: Prepare and conduct 5 point check for first 3S

3.4.2: Decide frequency of evaluation & responsibility


5S5S

STEP 3.5: SHITSUKE ( Self discipline)

3.5.1: Distribute 5s badges & 5s stickers

3.5.2: Prepare and conduct 5s checklists, 5s photo exhibits

STEP 4: Evaluation of 5S implementation

STEP 5: Documentation & display 5S results

14-14 JIT and Lean OperationsLayout improvement & identification Layout improvement & identification

systemsystem

EXTRUDER(PRODUCER)

COMPONENT BOOKER

EMPTYTROLLEY

EXTRUDATE LOADEDTROLLEY

TECHNICALHOLD

COLOUREDCOMPONENT

SCRAPEDCOMPONENT

OPERATOR

INPUT

CONSUMER

TROLLEY



Multifunctional workmen training:

In sync with Kanban, workmen were trained on each other’s job and rotated at different job positions


Reduction of setup time by SMEDReduction of setup time by SMED Why SMED

To eliminate the wastes that result from“uncontrolled” processes increasing inventories and lead times..

To gain control on equipment, material & inventory.

Apply Control Techniques to Eliminate Erosion of Improvements.

Standardize Improvements for Maintenance of Critical Set-up Parameters.

Looksfamiliar


Steps followed for SMED projectSteps followed for SMED project

STEP1: Select m/c as a model m/cSTEP2: Form SMED teamSTEP3: Conduct training and implement SMED in

Model m/cSTEP3.1: Study the changeover operationsSTEP3.2: Classify setup operations in internal, external setups and wasteSTEP3.3: Identify wasteful operations and apply 5SSTEP3.4:Convert internal setup into external internal setupSTEP 4:Improve internal setupSTEP 5:Improve external setupSTEP6:Develop SOP and evaluate performance


Implementation phaseImplementation phase Small lot size run & production smoothing :

One card Kanban system was selected because of its simplicity in operation and monitoring.Buffer was held at supplying workstation due to following reasons:

Number of consuming workstations:17 producers:1

Less transport lead time from producing workstationShortage of space at consuming workstation.Transport mechanism used was leaf trolleysEase of monitoring and control.


IMPLEMENTATION PHASEIMPLEMENTATION PHASE

Buffer sizing (number of kanban in the system):The buffers were designed to accommodate shown constraints and variables while working on them.Factors considered for calculation of number of Kanban

Breakdowns Preventive maintenance Absenteeism Quality problems Product mix & container transport time



Number of kanbans has been calculated as follows:

Number of Kanbans: demand rate*(manufacturing lead time+safety time) container (leaf trolley) size

Demand rate is the requirement per day for the next stage processManufacturing time = setup time+processing time+aging time+movetime+container fill timeSafety time is 10% of manufacturing lead time



Signaling mechanism:

Kanban card used


Priority control using kanban boardPriority control using kanban board

KANBAN BOARD Tread sidewall rim strip

A B C D E F G H I J A B C D E F G H I

Kanbanbox



3 zones –critical, moderate and safeBeginning of each of the schedule, operator will scan the board left to right in the red zone and pick up the size having minimum number of card and schedule the size on the machine.Similar procedure will be adopted for yellow and green zone.Day to day scheduling will be done using the extruder board. Implementation of SPC and visual control

14-24 JIT and Lean OperationsUse of kanban board by producer Use of kanban board by producer &user&user

Customer: The number of cards withdrawn from the board placed in the box will be equal to the number of trolleys withdrawn from the extruder storage area. Sequence- green-yellow-red

Supplier: The number of cards placed on the kanban board from the box will be equivalent to the number of loaded trolleys placed in the extruder storage area. Sequence-red-yellow-green


Kanban work flowKanban work flow

Worker 2 finishes a part, outbound moves over

2 gets another part to work on: 2 takes off 1’s green tag giving it back to 1,

and puts on her blue tag and moves it into position.

Flow of work

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KanbanKanban

When 3 finishes a part, Finished parts move over one spot He has to have a red tag available to put on, He gets a part from 2’s outbound pile, And gives the blue back to 2

3’s production will be taken by 4, offstage right.

Flow of work

32


KanbanKanban

3 finishes a part, adding it to his out pile

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3 Takes part from 2, giving back blue kanban and putting his red one on it.


KanbanKanban

Red finishes his part next.

But 4 hasn’t freed up any of the red kanbans, so there is nothing for 3 to work on now.

3 could maintain his machine, or see if 4 needs help

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Evaluation phaseEvaluation phase The system was evaluated after three months of running

on pilot basis.Parameter present level After kanban

WIP inventory 3 shift 2.1 shift

% changes and set up time 14% 10%

Time lost due to materials, absenteeism etc 5% 2.5%

Machine scheduling centralized decentralized

% rejection 6% 3%

Equipment reliability -MTTR

-MTBF

64 min 30min

3281min 4000min

No of size change/shift 8 10


ConclusionConclusion

A kanban system allows a company to use just in time production and ordering systems, which allow them to minimize their inventories while still satisfying customer demands with improved services and quality.


THANK YOUTHANK YOU

Presentation Kanban

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