[:bg]

Kan-ban in action.

In an automotive component manufacturing company, we consulted on the implementation of Kan-ban systems. Through them, it was aimed to switch to "withdrawal" of the materials and blanks from the previous production units and from the company's warehouse.

The decision to use Kan-ban was dictated by several issues.

The large assortment of products and materials (over 3000 type of products, over 10000 type of materials), frequent changes to the plan, as well as urgent orders make it difficult (similarly of each company) the normal provision of the production lines on time with the necessary materials and semi-finished products. The classic answer to this was to "schedule production earlier". Over time, this led to the accumulation of a large volume of semi-finished products, to accommodate any changes to the plan. Half of the produced quantities were first transferred to the warehouse, they were stored there and on the day of their use from the assembly line they were taken out again. This practice, in addition to excess inventory, brought with it two more "excesses" - transport and movements. Much of the operator's time was wasted searching, transferring and carrying the materials back and forth, and the warehouses for the immediate use of the line were in chaos. Lines often stalled for materials, which are available, but not found. In this case, the reasons were usually sought in the communication between the operators in the different departments.

The introduction of Kan-ban systems went through several stages. First, the systems for withdrawing the materials from the warehouse were built. This was combined with a visualization of the relevant orders and materials, which are used for them.

Downloading systems greatly improved communication and coordination between Planning - Logistics units- "Production". Then the assortment and consumption of semi-finished products was analyzed. Towing systems were introduced for the more nimble ones, and for the lowest speed – pushing systems.

Another result was the visible improvement of raw material storage facilities – a great degree of orderliness and vision of the stock was achieved, the company coped with chronic chaos and rummaging for materials. This initially improved operator efficiency. Another problem is also eliminated – downtime of machines due to organizational problems with materials.

For the semi-finished products, so-called. "Supermarkets", through which to ensure the continuity of the inter-shop flow with a small volume of PPE there.

The overall results of Kan-ban implementation, which were achieved are:

• Reduction of NRV between workshops with 40%.
• Improving operator efficiency with 18 %.
• Reduction of the production cycle with 30 %.

[:]