The Kanban system is a multistage production scheduling and inventory control system. It is motivated by the concept of just-in-time production and aims at reducing inventory levels within the system to a minimum. The system was originally conceived at the Toyota Motor Corporation in Japan in the s to reduce production costs through elimination of various sources of waste such as excessive inventory and excessive workforce. Today it is used as an information system to keep tight control over inventory through which a just-in-time production system can be managed.
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There has been a great deal of interest recently in the Japanese approach to manufacturing, growing out of a concern for finding ways to reduce inventories and increase productivity. At this project's inception, its objective was to assess whether the kanban system could perform well in the manufacturing environments found in this country.
Based on observations from managers visiting Japan, the project was enlarged to also assess which factors in a production environment have the biggest impact on performance—regardless of the system in use.
Guided by a panel of production and inventory managers from diverse plant environments, a comprehensive list of factors thought most important to manufacturing effectiveness was constructed. The panel established low and high values for each one.
These settings were considered representative of the range experienced in U. The factor settings allowed a variety of representative plants to be tested with a large scale simulator. Results show that kanban, when implemented in certain environmental settings, does indeed perform exceptionally well. However, so do the more traditional systems used in the United States. Conversely, there are other plant environments in which all systems perform much worse.
This suggests that the factors themselves are the keys to major improvement. Simultaneously reducing setup times and lot sizes is found to be the single most effective way to cut inventory levels and improve customer service.
Shop factors of particular importance are yield rates and worker flexibility. Degree of product standardization and the product structure are also high impact factors. Less crucial than earlier believed, at least over the factor settings simulated, are inventory record inaccuracy, equipment failures, and vendor reliability.
Authors: Lee J. Krajewski , Barry E. King , Larry P. Ritzman , Danny S. Wong Lee J. Search Search. Volume 66, Issue 5 May Volume 66, Issue 4 April Volume 66, Issue 3 March Volume 66, Issue 2 February Volume 66, Issue 1 January View PDF. Go to Section. Home Management Science Vol. Lee J. Barry E. Larry P. Danny S. Previous Back to Top. Figures References Related Information Cited By Generalised accelerations for insertion-based heuristics in permutation flowshop scheduling.
A three-step methodology for process-oriented performance: how to enhance automated data collection in healthcare. Demand Driven MRP: assessment of a new approach to materials management. Solving the flexible job shop scheduling problem with sequence-dependent setup times.
Scheduling a single machine with job family setup times to minimize total tardiness. Collaborative process design. Lean system design for engineer-to-order manufacturing. A computational evaluation of constructive and improvement heuristics for the blocking flow shop to minimise total flowtime.
Evaluation of high performance constructive heuristics for the flow shop with makespan minimization. Impact of the integration of tactical supply chain planning determinants on performance.
Evaluation of multi-product lean manufacturing systems with setup and erratic demand. Analysis of timeout mechanism in a testing-repair model. The impact of production scheduling policies and buffer zone size in process synchronization an application in the primary aluminum industry. Lean Manufacturing. A new set of high-performing heuristics to minimise flowtime in permutation flowshops.
Time Buffer Control System for multi-stage production lines. The fit of planning methods for the part manufacturing industry, a case study. On insertion tie-breaking rules in heuristics for the permutation flowshop scheduling problem.
A comparison of Kanban-Like control strategies in a multi-product manufacturing system under erratic demand.
Evolution of operations planning and control: from production to supply chains. Modeling production—inventory systems. Production and lead time quotation under imperfect shop floor information. Minimizing total weighted tardiness on a single machine with sequence-dependent setup and future ready time.
Raw material release rates to ensure desired production lead time in Bernoulli serial lines. Lean schools of thought. A simulation model with synchronization manufacturing stations. Scheduling jobs on identical parallel machines with unequal future ready time and sequence dependent setup: An experimental study. Structure-preserving model reduction of large-scale logistics networks.
Integrated Scheduling Algorithm with Setup Time. A literature review on the impact of RFID technologies on supply chain management. Elaborating a dynamic systems theory to understand collaborative inventory successes and failures. Modelling worker fatigue and recovery in dual-resource constrained systems. Analysing the impact of the implementation of lean manufacturing strategies on profitability. Simulation study of coordinating layout change and quality improvement for adapting job shop manufacturing to CONWIP control.
Overview of finite capacity scheduling using biological control principles. Machine scheduling with sequence-dependent setup times using a randomized search heuristic. Lean Production and information technology: Connection or contradiction? A quantitative view on how RFID can improve inventory management in a supply chain.
A simulation approach to evaluate the impact of introducing RFID technologies in a three-level supply chain. Inventory improvement and financial performance. The shape of protective capacity in unbalanced production systems with unplanned machine downtime. Exploring problems related to the materials planning user environment.
Inventory management practices and their implications on perceived planning performance. The process management triangle: An empirical investigation of process trade-offs. A branch-and-bound algorithm of the single machine schedule with sequence-dependent setup times for minimizing maximum tardiness. Enterprise resource planning ERP systems and the manufacturing—marketing interface: an information-processing theory view.
An adaptive branch and bound approach for transforming job shops into flow shops. A branch and bound algorithm of the single machine schedule with sequence dependent setup times for minimizing total tardiness. Creating a model to facilitate the allocation of materials planning resources in engineering change situations. So many factors, so little time…Simulation experiments in the frequency domain. Some dominance properties for single-machine tardiness problems with sequence-dependent setup.
Bottleneck management: theory and practice. The impact of engineering changes on materials planning. Benchmark generation algorithm for stochastic mixed model assembly shop simulation and optimization. Comparative study of push and pull systems considering quality performance in a cell-based job shop environment.
Dominance rules for single machine schedule with sequence dependent setup and due date. Investigating the efficacy of exercising JIT practices to support pull production control in a job shop environment. Information inaccuracy in inventory systems: stock loss and stockout. A comparison of focused cellular manufacturing to cellular manufacturing and job shop. Efficient heuristic approaches to transform job shops into flow shops.
Inventory inaccuracy and supply chain performance: a simulation study of a retail supply chain. Lower and upper bounds for single machine problem with sequence dependent setup to minimize maximum tardiness. Synergy between evolutionary optimization and induction graphs learning for simulated manufacturing systems.
Comparison of push and pull control strategies for supply network management in a make-to-stock environment. Time bucket length and lot-splitting approach.
Kanban, MRP and shaping the manufacturing environment
Krajewski , Barry E. King , Larry P. Ritzman and Danny S. Wong Additional contact information Lee J. At this project's inception, its objective was to assess whether the kanban system could perform well in the manufacturing environments found in this country.
Kanban, MRP, and shaping the manufacturing environment
There has been a great deal of interest recently in the Japanese approach to manufacturing, growing out of a concern for finding ways to reduce inventories and increase productivity. At this project's inception, its objective was to assess whether the kanban system could perform well in the manufacturing environments found in this country. Based on observations from managers visiting Japan, the project was enlarged to also assess which factors in a production environment have the biggest impact on performance—regardless of the system in use. Guided by a panel of production and inventory managers from diverse plant environments, a comprehensive list of factors thought most important to manufacturing effectiveness was constructed.
Kanban, MRP, and Shaping the Manufacturing Environment
Zero inventory ZI and the related concepts of Just in Time and Kanban are innovative and powerful means to improve production efficiency. This paper applies these concepts to a series facility production system and, in particular, identifies which facilities will never hold inventory Conventional production scheduling makes use of a minimum cost production quantity. Since cost is relatively insensitive to the production quantity within some range of the minimum cost production quantity, substantial freedom of action can be given the production scheduler provided he stays In this paper, we develop a framework for comparing pull production control systems, which defines and contains of activity interaction diagram and critical circuit. We show that, for a production process controlled by Kanban or
KANBAN-BASED MANUFACTURING SYSTEMS