About Kanban Method
As previously discussed the kanban can be described as a pull system. The basic idea behind kanban is that it is a visual aid, used to show which areas of the production cycle require work/materials and which areas are holding most of the work/materials.
The basic premise of the kanban system is that it relies on the use of ‘peer group pressure’. This is based on getting operators to empower the areas that are with-holding work from them.
There are several ways a kanban system can be implemented, either by job cards following a batch on the shopfloor, or as work placed in a certain manner on the shopfloor. The most preferred method is a control board in which t-cards are used to show a job is moving across the shopfloor. Using control board requires the production cycle of all your processes to be mapped out, where we’ve set control boards up, the best method is to find the most common process areas and map out any machinery/tasks in them across the top of the board. Against the side you could place the jobs required to meet your weekly output targets, you could then break it down further against your lead times. Where a kanban fails is when the employees fail to move the job cards across a kanban.
Kanban has the advantage that operators on machines, become aware where they are in the production cycle, in terms of becoming aware of which machines/work areas are relying on them for work and which areas areas holding work for them.
The kanban method does not need to be solely applied to the production cycle, it has been used effectively in warehousing and stock control. In essence a kanban system can be used to replenish material. Buckets/Pots holding material could be placed on the shopfloor, where a progress man could be in charge of making sure the material holding does not drop below a certain level to ensure that the machines do not stop working and highly paid operators are not left walking up and down the shopfloor to the stores area.
Another method of kanban, can be the use of colour coded stickers placed with the job cards to show the different areas of the production cycle which jobs carry the highest priority on the shopfloor. The drawback to using this method is that they all the job cards on the shopfloor need to be regularly updated as new work is placed onto the shopfloor and existing WIP is completed.
The biggest problem with manual, non-computerized production control systems is that they are generally trial and error based. The best people to implement such systems are the operators themselves. Set up work teams to tackle the production control problems in your business and get the employees to discuss the common problems they are facing. Find out from the employees themselves what is wrong with your workplace.
We are not saying that you should not use external help to set production control systems up, but often unless you get the employee trusting and understanding of a system, it will be prone to failure.
The basic premise of the kanban system is that it relies on the use of ‘peer group pressure’. This is based on getting operators to empower the areas that are with-holding work from them.
There are several ways a kanban system can be implemented, either by job cards following a batch on the shopfloor, or as work placed in a certain manner on the shopfloor. The most preferred method is a control board in which t-cards are used to show a job is moving across the shopfloor. Using control board requires the production cycle of all your processes to be mapped out, where we’ve set control boards up, the best method is to find the most common process areas and map out any machinery/tasks in them across the top of the board. Against the side you could place the jobs required to meet your weekly output targets, you could then break it down further against your lead times. Where a kanban fails is when the employees fail to move the job cards across a kanban.
Kanban has the advantage that operators on machines, become aware where they are in the production cycle, in terms of becoming aware of which machines/work areas are relying on them for work and which areas areas holding work for them.
The kanban method does not need to be solely applied to the production cycle, it has been used effectively in warehousing and stock control. In essence a kanban system can be used to replenish material. Buckets/Pots holding material could be placed on the shopfloor, where a progress man could be in charge of making sure the material holding does not drop below a certain level to ensure that the machines do not stop working and highly paid operators are not left walking up and down the shopfloor to the stores area.
Another method of kanban, can be the use of colour coded stickers placed with the job cards to show the different areas of the production cycle which jobs carry the highest priority on the shopfloor. The drawback to using this method is that they all the job cards on the shopfloor need to be regularly updated as new work is placed onto the shopfloor and existing WIP is completed.
The biggest problem with manual, non-computerized production control systems is that they are generally trial and error based. The best people to implement such systems are the operators themselves. Set up work teams to tackle the production control problems in your business and get the employees to discuss the common problems they are facing. Find out from the employees themselves what is wrong with your workplace.
We are not saying that you should not use external help to set production control systems up, but often unless you get the employee trusting and understanding of a system, it will be prone to failure.
没有找到相关结果
已邀请:
RSS Feed
0 个回复