Kanban: Presented by

KANBAN
Presented By:
Raminder singh(5868)
Daljeet singh(6035)
Meaning of kanban
• Material requirement planning technique
developed by Toyota corporation (as a part
of just-in-time inventory system) in which
work-centers signal with a card when they
wish to withdraw parts from feeding
operations or the supply bins. Kanban
means a visible records (such as a billboard,
card, label, or sign) in Japanese.
• The original Kanban system is believed to
have been developed by Toyota in the early
stages of what we would call its JIT
improvement campaign. The particular
feature of a Kanban system is that it short-
circuits normal ordering procedures: as
supplies of a Kanban-controlled material
are used up, new supplies are requested
simply by releasing a re-order card which is
sent direct to the supply point (i.e. the
manufacturer or stockists).
Different methods of kanban
• The 2 card Kanban: this is the original Toyota method, developed at a
time when replenishment supplies were routed through a component or
parts store (though it can also be used when no stores intervention is
involved). The card released by the user authorizes the stores to ‘move’
a replenishment supply to the user. When they do so, a second card,
which is found on the pallet they are about to supply, is removed and
sent to the component supplier as authority to ‘produce’ another
standard quantity.

• The 1 card Kanban: similar to the 2-card system, but a single card acts
as both ‘move’ and ‘produce’ authority. This method is typically used
where the supply point is close to the user point, so that the supply and
user operatives move the empty and full pallets between the two work
centers themselves without the intervention of a stores function. It is also
commonly used where the movement of pallets is automated.
• The container-based Kanban: in this variant the Kanban card is
dispensed with altogether. Instead, there are a predetermined
number of containers or pallets in the system, all uniquely
identified to a particular part number or component: if the maker
of the component has an empty container waiting he or she fills it;
if there is no empty container waiting, then the operator must stop
production of that component and switch to some other task
• The shelf-space Kanban: anyone who has used a motorway

cafeteria will be familiar with this method. At the cafeteria counter
a range of dishes is provided to the customer via a
display/dispensing cabinet, which is subdivided into a number of
‘pigeon-holes’, each providing one compartment for each type of
dish. The instructions to the kitchen staff are ‘ensure that there is
always at least one and not more than three of each type of dish
available in the cabinet. If there are three dishes available of all
types of dish, stop producing and find something else to do (like
cleaning your equipment)’
•The floor grid Kanban: exactly the same as a shelf-space Kanban, but
typically used for bulky or heavy components which are unsuitable for
putting on shelves
The key elements of the JIT(kanban) philosophy are
• Striving for simplicity, because simple processes are less

likely to cause problems and are easier to put right when
they do go wrong
• Reducing manufacturing throughput times, effectively
replacing traditional batch production by as close as you
can get to continuous processing through the use of cell
manufacturing and set-up reduction techniques. Most
companies will find these two techniques vital to the
successful introduction of JIT. Set-up time reduction
techniques are described in subsequent articles.
• Improving supplier performance to stop material problems
interfering with the ability to satisfy customers’
requirements.
• Improving quality, because short lead times and lower
stocks mean that protection against things going wrong
that you have been used to in the past.
• Improving labour flexibility through cross training, so that
you can switch people between tasks to cope with the
everyday ups and downs in customers’ demands
Examples of kanban system
• A military component supplier client of ours replaced a
sophisticated MRP system and greatly simplified both
planning and shop floor control by installing a simple
multiple slide rack. Each slide was color coded and labeled
as to the model of subassembly that it held. Lines on the
slides indicated both the replenishment trigger and the
maximum quantity allowed. The upstream operations were
instructed to keep the number of units on each slide within
this min-max range.
• Another client, a dog-food bag producer, painted kanban
“squares” on the shop floor. These kanban spaces were
sized large enough to hold only a specific number of pallets
of product. Once the kanban field was filled, the upstream
operation would either: 1) switch to a product that went to
another downstream kanban that still had space, 2) slowed
down to match the usage rate of their customer (the next
operation), or 3) shut down. Note that the space limit
determined WHEN the upstream operation could produce a
product. The line-up (schedule) determined WHICH item
was to be made.
• Shelf space was used as a kanban control system in several

electronic client sites. Once again, the space, designated on
the shelf, provided the necessary replenishment information

• Another example of a kanban system for a Vendor
Managed Inventory item utilized simple painted lines on
the sides of the item’s pallet rack location. The lines
represented the kanban level, or lowest level of inventory,
that would trigger replenishment. For example, when stock
of a specific cardboard box fell below the line, the supplier
would see the signal during her daily delivery, and drop off
the needed boxes the next day.
THANKS YOU

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KANBAN

• The shelf-space Kanban: anyone who has used a motorway

• Striving for simplicity, because simple processes are less

• Shelf space was used as a kanban control system in several

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