Kanban methodology
Kanban was developed in Japan in the 1950s as a production management method. The word Kanban comes from Japanese and means a piece of paper. In free translation it means "visible description".
This method allows to easily visualize the material flow during production. Kanban is designed for inventory control. This system allows organization to almost totally eliminate magazines. Storage of preproduction, production and all other materials is not necessary, as they are directly provided by suppliers exactly on time when they are needed. Same thing happens when it comes to shipping the finished product.
The objectives of the Kanban system can be represented using the "7 x nos":
- no defects,
- no delays,
- no stocks,
- no queues anywhere and for anything,
- no idle time,
- no unnecessary technological and control operations,
- no movements.
An essential element of the system are kanban cards. Kanban card acts as a production order and a document describing the contents of the containers. Its main task is to provide information about the need for material flow during production.
Kanban card is circulating between the storage of finished products, work stations and buffers, acting as a production order and marking of containers. This allows elimination of central job schedule for each of the production stations. Smooth production and material flow is ensured by the Kanban system. At each stage, production is started only when the need arises. Kanban can be considered as an automatic self-managed system.
Kanban is an integral part of the activities of enterprises operating in accordance with the concept of Lean Manufacturing or Just in Time.
Values stream map symbols
Value Stream Mapping symbols are known as the "language of lean". They are used in Kanban production system design. They allow to depict and improve the flow in the process.
The simple chart can be drawn using Microsoft Office Visio 2010 or newer. In section Business a value stream mapping template with lean symbols was attached.
Examples of Kanban methodology
- Kanban boards: Kanban boards are a visual representation of workflow that can be used to help manage tasks and projects. They usually consist of columns that represent stages in the workflow process, such as "To Do", "Doing" and "Done". Each column contains cards that represent individual tasks and their progress.
- Activity Diagrams: Activity diagrams are a type of flowchart that uses symbols to represent the steps in a process. They help to illustrate the order of tasks, the transfers of information, and the types of decisions that are made along the way.
- Limit Work in Progress (WIP): WIP limits help to ensure that teams don’t get overwhelmed with too many tasks at once. They limit the number of tasks a team can work on at any given time, forcing them to focus on the most important tasks first.
- Visualizing Workflow: Visualizing workflow helps to identify bottlenecks and inefficiencies in a process. By visually mapping out the steps in a process, it can be easier to identify areas where processes can be improved.
Advantages of Kanban methodology
Kanban is a production management method developed in Japan in the 1950s. It is designed to increase efficiency and reduce waste in the production process. The following are some of the advantages of using Kanban methodology:
- Increased visibility: Kanban boards can be used to visualize the production process, which helps to identify bottlenecks and areas for improvement.
- Improved communication: Kanban helps to ensure that all stakeholders have access to the same information and can collaborate more effectively.
- Reduced waste: Kanban helps to reduce waste by only producing what is needed and when it is needed.
- Increased productivity: By streamlining the production process, Kanban can help to increase productivity and reduce costs.
- Improved customer service: Kanban can help to reduce lead times and ensure that customers are receiving their orders on time.
Limitations of Kanban methodology
Kanban is a great production management method, however it does have its limitations. The following are some of the limitations of the Kanban methodology:
- Limited scope: Kanban is primarily focused on visualizing and managing the process of production, and does not include other aspects of project management such as scheduling and resource management.
- Lack of flexibility: Kanban is a rigid system that is not easily adapted to changing requirements, making it difficult to use in dynamic environments.
- High costs: The cost of implementing and maintaining the Kanban system can be high, and the benefits may not always outweigh the costs.
- Limited scalability: Kanban can be difficult to scale up, as the number of tasks and processes increase.
- Difficulty of implementation: It can be difficult to set up and maintain a Kanban system, as it requires a detailed understanding of the production process.
Kanban is a production management method developed in Japan in the 1950s. Other approaches related to Kanban methodology include:
- Six Sigma: This is a data-driven approach to quality improvement that focuses on reducing defects in a process or product.
- Just-in-Time (JIT): This is a management system that focuses on improving efficiency by reducing production and inventory costs.
- Lean Manufacturing: This is an approach to production management that focuses on eliminating waste, simplifying processes, and improving productivity.
- Total Quality Management (TQM): This is an approach to quality improvement that focuses on customer satisfaction, continuous improvement, and employee involvement.
In summary, Kanban is a production management method that has spawned many other approaches such as Six Sigma, Just-in-Time, Lean Manufacturing, and Total Quality Management. All of these approaches share the same goal of improving efficiency and quality.
| Kanban methodology — recommended articles |
| Value stream mapping — 7 wastes of software development — Lean manufacturing — 7 wastes of lean — Lean software development — World class manufacturing — Group technology — Lean supply chain management — Toyota production system |
References
- Krajewski, L. J., King, B. E., Ritzman, L. P., & Wong, D. S. (1987). Kanban, MRP, and shaping the manufacturing environment. Management science, 33(1), 39-57.
