kanban systems

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Kanban Evolutionary change management for IT organizations

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34,90 Euro (D) / 35,90 Euro (A)
January 2011
302 pages, softcover
ISBN: 978-3-89864-730-4

Kanban Evolutionary change management for IT organizations - Buy it now

Excerpts and links
1 Introduction (PDF)
2 Foreword (PDF)
3 Table of Contents (PDF)
4 The Dilemma of an agile Manager (PDF)
5 Acknowledgements (PDF)
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Kanban implementation increases flexibility and reduces inventory levels

MRP / ERP

Just-in-time installation

Kanban implementation increased flexibility and reduced inventory levels

With the introduction of just-in-time (JIT) assembly of tool arms for changing the workpieces in CNC machining centers and the acquisition and production of the required components, assemblies and a Kanban system under SAP was introduced. In the implementation, it was without adjustment programming, reduced lead times, reduced inventories and high supply readiness to adjust optimally.

For the workpiece changer for CNC machining centers from Chiron tool arms are needed, their mounting on just-in-time manufacturing was changed. Image: Chiron

Chiron, the company manufactures CNC vertical machining centers, which are manufactured in series production, adapted by a modular system but also to individual tasks. The product range includes five-axis universal milling machines, machining centers, long-bed and single-or two-spindle machining centers with integrated workpiece changer. For the workpiece changer tool arms are needed, their mounting on just in time (JIT) should be changed. The aim of this change was to improve the delivery performance while reducing inventory levels.

Inventory reduction potential of 43% pre-determined

The issue of feasibility has been cleared by a pre-analysis data. This provided a potential inventory reduction of 43% of the value of existing stock to the start of the project. To change this Werkzeugarmproduktion to JIT, inventories have been shifted forward to the variant-forming component level before the tool arm assembly.

The aim was a card-Kanban with access to the SAP Kanban system without adaptation programming. The concept was basically non-SAP "normalized", but develops functionally optimized. Kanban following procedures should be used:

• event-driven kanban for the views of the tool arms (JIT assembly);
• Card kanban system for urgent spare part needs of the tool arms;
• Container Kanban system for pre-assembly of modules;
• Collective Kanban system for in-house production of components;
• Card Kanban and Kanban-container system for the integration of suppliers;
• 2-bin Kanban system and Umlagerungskanban for small parts and bulk materials.
  

Implement as the requirement that a collective-Kanban with traffic control in SAP was problematic here, because the SAP standard collection offers not to Kanban as a standalone function.

The benefits of collective kanbans with traffic control (Fig. 1) is a flexible in-house production. For only if the number of kanban container in the red zone, must be started with the production. Is the number of empty Kanban containers still in the yellow area, you can start the production. This flexibility gives the production area the opportunity, the timing and amount of subsequent delivery to determine. To interpret all production-related parameters such as container volume, number of parts per container, minimum and maximum batch sizes, lead, setup, production and transportation times and scrap quantities, production batch sizes of customers and so on were taken into account.

RFID Kanban system optimizes C-parts ordering

The new kanban system turnLOG of Keller & Kalmbach is the wireless
RFID inventory management. The parts order will be triggered here by
simply turning a two-part container. Advantage of Purchasing and
Production: high process security and secure order placement.

Should the stock of carbon parts are running low, the container with
RFID tag is removed from the shelf and put into order item. Image:
Keller & Kalmbach

What now for consumers is a vision of the future but, in the
catchment area of ​​B2B: We're talking about automatic reorders. If
there is no milk in the refrigerator, consumers are not passing along
a corridor to the supermarket. For companies, the situation looks at
the order of low-priced C-parts that make a large acquisition and
handling costs, but different: With its acquisition of the RFID
technology is used.

Kanban containers with RFID tags

As a pioneer in the German market, Keller & Kalmbach on the Kanban
system turnLOG for the industry. The system is amazingly simple and
clearly increases the efficiency and process reliability of
procurement processes.

Which are divided into a shelf ends are containers for the storage of
nuts, bolts and dowels. They have a fuel consumption as well as a
safety stock and one mounted on the backside of the tank RFID
transponder.
Gallery
Click on a picture to open the picture gallery (2 photos)

Changed position of the RFID transponder signal triggers order

Going to run out of inventory consumption, the container is inverted
and brought into order item. The magnetic rail at the front of the
shelf generates a magnetic field signal and activates the order by the
changed position of the transponder. The turnLOG controller, which is
located at a distance of approximately 50 m at any location in the
production hall, receives the radio signal. After a plausibility check
of the order is the wireless transmission of data via GSM / GPRS or
W-LAN to the central IT system by Keller & Kalmbach.

Kanban system Pushlog for large, bulky items

The LED indicator on the tank signals the release of the ordering
process. If it is large, bulky or heavy items, such as threaded rods,
the Kanban system Pushlog into action. In this case, the transponder
is located for the order placement on a shelf, cabinet or container.

The order is triggered by pressing the button on the transponder
attached. Again, the order will be transmitted via wireless
technology. The flashing LED indicator demonstrates the induced order.
How can the system turnLOG Pushlog be easily integrated into an
existing storage infrastructure.

RFID Kanban system optimized C-parts ordering
RFID Kanban system identifies faulty containers and defective transponder

In terms of process safety turnLOG differs from other RFID Kanban
systems. Each Kanban or transponder is assigned a unique
identification number. This is the relevant article, "married". After
the transponders are interrogated continuously by the controller,
missing or defective container RFID transponders from the system
storage space can be identified and reported accurately.

Furthermore, the system automatically recognizes "illogical" orders
(such as sudden peaks in demand, double ordering). It also ensures
that orders are not triggered by mistake, because the order is
triggered only after a predetermined minimum time.
RFID Kanban system reduces the cost

Compared to conventional barcode or weighing the use of turnLOG offers
the security process to reduce costs. A timely and accurate ordering
process is secured. Peak demand can be planned in advance and covered.
Gallery
Click on a picture to open the picture gallery (2 photos)

The system requires neither scanner nor scales or mechanics, and can
be easily integrated into existing environments. Installation takes
only a few hours and is locally flexible.
Prices for the various logistics RFID logistics system turnLOG

The RFID-controlled logistics system is suitable turnLOG annually
according to the company for about 25,000 € of needs and is in the
C-parts management set new standards in terms of cost effectiveness
and safety. The award of the RFID-Kanban system and the Swiss
Logistics Award and the European Award for Logistics Excellence
underscores the innovation, as they say. The patented RFID Kanban
system is from Keller & Kalmbach offered exclusively in Germany.

Kanban brings transparency to software development

4th September 2011 - David J. Anderson, founder of the "kanban
philosophy in IT", is guest speaker at this year's "Lean Agile Scrum
Conference in 2011" of 14 September 2011 in Zurich. He suggests ways
to make the quest for continuous improvement (kaizen), the company on
a new foundation. David Anderson spoke with Damian Suter, CEO of
Captiva GmbH, Oberrohrdorf.
Damian Suter: What's behind the new Kanban methodology?
David Anderson, Kanban is not a new software development or project
management methodology. Rather it is a system for controlling changes
with the aim to achieve the desired results actually. This existing
procedures and methods using small, continuous improvement steps to be
optimized.

How are Scrum and Kanban?
The introduction of new methods often leads to changes that often lead
to great resistance among employees. Kanban aims to optimize existing
processes, which changes relatively little in the usual way of
working. This creates the possibility of Kanban, agility and
predictability to improve with minimal resistance.

What is it about the use of Kanban principle and what benefits the
company can draw from this?
Kanban is a core element of the visualization of the flow of work or
all steps up to the completion of a project. Furthermore, limiting the
number of simultaneous work in each step (WiP limits). This can be
adopted only after a new work place, if the appropriate capacity is
available within the defined limits are. Thus created by the pull
system, in which each station working at the upstream station pick up,
can variabilities such as interruptions or urgent work much better
control.

Can be quantified by means of kanban achievable benefits such as
improved performance of the development team or the improvement of
product quality?
Absolutely. For example, references a well-documented study by the BBC
in London on a 6.6-fold improvement of the delivered software
functionality. Moreover, it confirms the use of Kanban and more
regular, more frequent delivery of working code, measurable quality
improvements at reduced error rates and significantly increased
profitability.

On which basic ideas or principles based Kanban?
The kanban method developed by me based on three basic principles:
First: Begin where you are chatting to date. Second, Come with all
parties agreed that gradual, evolutionary changes in the way of
working should be pursued. And thirdly: Respect the existing process
and the existing roles, responsibilities and job titles.

You mention the visualization of work and work flow. What does this
mean, and above all: What will it do?
The visualization of the flow of work and the work gives a clear
overview of the individual process steps and their current status is
used in this rule, a white board - often with "Kanban Board" - where
the individual works such as tasks, feature or bug using sticky notes
or index cards will be held. The graphical representation of project
binds the employees emotionally, and to better understand the entire
process chain.

With the limitation of the WIP (Work in Progress) Kanban tries to make
visible potential bottlenecks. How does this happen?
A specific location is given due to the capacity can not be able to
keep up with demand time-step, we speak of a bottleneck. Here is
constantly working at full speed and increase the process anyway.
Within a process there is always a bottleneck. However, these shifts
due to variability, eg different ticket sizes, illness, etc. If the
use of Kanban, the bottleneck determines the pace of the entire pull
system. It follows that you have free time stations without bottleneck
capacities. This is essential because so time is available for process
optimization.

One of those principles also include supervising the work flow. What
measures can achieve a faster, more predictable and steady work flow?
Form a basis for the analysis of kanban boards and measurements of the
work flow, eg Lead times. Of central importance is but an
understanding of the aspects of the process dynamics. Thus affect
about bottlenecks, variability and economic costs - such as
transaction costs, coordination costs, etc. - the ability to complete
work on time, so make the best flow and for the different stakeholders
(stakeholders) to actually create added value.

Kanban is synonymous with the quest for continuous improvement and
therefore pursues a native of Japan kaizen ideas. This is in other
agile methods also an issue. What makes the Kanban methodology
utilized in this area?
Kaizen is based on the concept of small, successive steps of the
improvement. These so-called Kaizen events are normally provided by
employees themselves suggested and implemented without management
intervention. The kanban implemented in feedback mechanisms, including
visualization and management reporting to help verify whether the
changes made are actually improvements.

kanban systems

We'll explain what kanban systems are here very soon.