Kanban board in cutting department1

Kan Ban Board

1. KANBAN IN CUTTING DEPARTMENT SUBMITTED BY: Amrit Raj Abhilekh Thakur Chandradhar Kshatriya

2. WHAT IS KANBAN Kanban is one of the LEAN tool . Kanban is a Japanese word made of Kan and Ban . It is synonymous to “PULL” system. A kind of Planning tool which Demand Driven and used for Demand Scheduling. It can be said as a “Production Leveling Tool” also. Scheduling system used in manufacturing to help companies improve their production process.

3. What is Kanban… Board represents the state of the product at any point . Different from other visualizations – implements WIP limits . Tries to limit the amount of work at any stage. Easy identification of bottlenecks in system through visual boards. Aims at minimizing waste states.

4. Brief history of kanban Initiated in 1940’s by Toyota Manufacturing in Japan as a part of JIT practices. Got popularity in global recession of 1970’s, when companies tried to reduce waste and cut costs.

5. What IS KANBAN… Kanban is one of the primary tools of a Just in Time (JIT) manufacturing system. It signals a cycle of replenishment for production and materials. This can be considered as a “demand” for product from one step in the manufacturing or delivery process to the next . It maintains an orderly and efficient flow of materials throughout the entire manufacturing process with low inventory and work in process. It is usually a printed card that contains specific information such as part name, description, and quantity.

6. Objective of Kanban… Not only control the WIP but…to determine … Produce the things/Services in the quantity as required and when it is required . Exactly What to Produce? How much to Produce? In what sequence to Produce?

7. Basic concept… Produce only “What is required…NOT More and NOT Less also….” In a Kanban manufacturing environment, nothing is manufactured unless there is a “ signal ” to manufacture. This is in contrast to a Push-manufacturing environment where production is continuous. The Kanban is simply the communication method and could be- a card, an empty space, a cart, or any other signalling method for the customer.

8. Elements of kanban Defined. A defined agreement with specified limits pertaining to volume of product, model mix, and the sequence of model mix between the two parties (supplier and customer). Dedicated. Items that are shared between the two parties must be dedicated to them. This includes resources, locations, storage, containers, and so forth, and a common reference time ( takt time). Controlled. Simple control methods, which are visually apparent and physically constraining, maintain the defined agreement.

9. PROBLEMs found without kanban Work Flow Is Not Visible due to lack of standardisation i.e. for every step WIP should be fixed as per production capacity and target. Uncontrolled Work In Progress(WIP) in e ach and every Line. No proper scheduling for recutting and relay so delay in material issue is very frequent. Complaints about productivity and production as no standard time fixed for that. Very high throughput due to improper management. Too much work stuffed into one Table due to improper sequencing and Unidentified bottlenecks .

10. Implementing the kanban Collect the data Calculate the Kanban Size Design the Kanban Train everyone Start the Kanban Audit the Kanban Improve the Kanban

11. Step 1 : collect the data

12. DATA FOR KANBAN Though 600 JKT per day is our target for solid and 500 JKT per day is for checks fabric, we have taken 500 JKT per day as consolidated for both solid and checks which enable us to produce 3000 Jacket per day. Which means 75000-78000 Jacket per month respectively for 25 and 26 days run per month. By maintaining Kanban or Wip it will be really a easy task to achieve this target as we are running now 7 days successfully. For check laying we have considered parallel laying as a compulsory operation for achieving 500 Jackets per day.

13. DATA FOR KANBAN…. Only condition to get 100% benefit of Kanban is continuous and sufficient supply of raw material from store to cutting department. Minimum 28 rolls of raw material should be always present at the storage of cutting department before Laying. For Sunday we will try to create as much as wip can be create to ease Kanban to perform well because a yellow card is always preferable than a red card. So we should work to maintain all cards of Green color because Red card and yellow card both are undesirable. We have used all data related to production i.e Time study, Work study, Lay planning, Material planning, Manning, Skill matrix, Capacity to make Kanban successful in order to fulfil our common organisation goal.

14. Step 2 : calculate the Kanban size

15. Kanban size OPERATION/JKT LINE 1 2 3 4 5 6 TOTAL SPREADING 160-200 160-200 160-200 160-200 160-200 160-200 960-120 CUTTING 160-200 160-200 160-200 160-200 160-200 160-200 960-120 NUMBERING 80-120 80-120 80-120 80-120 80-120 80-120 480-720 FUSING 60-80 60-80 60-80 60-80 60-80 60-80 360-480 BUNDLING 40-60 40-60 40-60 40-60 40-60 40-60 240-360 LINE WIP 500-660 500-660 500-660 500-660 500-660 500-660 3000-3960 READY FOR ISSUE(RFI) 400-500 400-500 400-500 400-500 400-500 400-500 2400-3000 TOTAL WIP 900-1160 900-1160 900-1160 900-1160 900-1160 900-1160 5400-6960

16. Step 3 : design the kanban

17. IMPLEMENTATION OF KANBAN BOARD IN CUTTING DEPARTMENT

18. DATE: CUTTING KANBAN BOARD FOR JACKET LINES TIME: JKT LINE 1 SOLID JKT LINE 2 JKT LINE 3 CHECKS JKT LINE 4 JKT LINE 5 JKT LINE 6 SECTION WIP SPREADING CUTTER NUMBERING RELAY FUSING BUNDELING R2I LINE WISE WIP LOADING LINE 5 LINE 6 LINE 3 LINE 2 LINE 1 LINE 4 SECTION WIP SECTION WIP SECTION WIP SECTION WIP SECTION WIP SECTION WIP SECTION WIP SECTION WIP TOTAL CUTTING WIP

19. KANBAN CARD

20. SIGNS USED FOR WIP CONDITION INDICATION BAD CONDITION GOOD CODITION

21. Step 4 : train everyone

22. Step 5 : start the kanban

23. Step 6 : audit the kanban

24. Step 7 : improve the kanban

25. Benefits of kanban Inventory r eduction. Improved material and information f low. Preventing over-production. Kanban helps in visualising the system and expose problems . It allows us to evaluate the impacts of process changes . It allows us to identify bottlenecks and alleviate them . It allows us to establish trust in the process . It helps us to maintain a sustainable pace with a sustainable throughput.

26. T HANK YOU