Kanban (jap., dt. basket, ; rare Kamban after the Japanese discussion) is a method of the production flow control after the getting and/or acclamation or Pullprinzip and exclusively orients itself at the need of a using place in the production run. Autonomous automatic control loops on Workflow level form the core element of this flexible production control. It makes a lasting reduction possible of the existence of certain intermediate products. Besides it makes also the reduction for optimization possible of insisting on the final product level. In the most favorable case the entire creation of value chain can be steered from the final product to the treatment of the casehardening material on the first manufacturing/production stage.

Historical development of Kanban

The original Kanban system was developed 1947 by the Japanese Toyota engine corporation. A reason for this was the insufficient productivity of the enterprise compared with American competitors. Likewise risen expectations of the customers at the production speed and stock availability as well as the ever closer supplier relations between the enterprises represented a new situation, for which a suitable solution had to be found. High ones and thus, on a spatially restrained island such as Japan, cost-intensive stocks at raw material and semifinished materials were to be minimized here the Hauptprobleme.Um these costs, flexible and efficient manufacturing systematics were in particular searched. One found these in the Kanban procedure, which replaced past usual production procedures. Thereupon this concept of the short term arrangement was taken over by numerous Japanese enterprises, adapted to the respective requirements and finally introduced to the entire Toyota company. In the 70's of the last century this control concept was adapted and introduced by enterprises into the USA and Germany. As Promoter in Germany refuge savage man appeared, who wrote to today numerous books to this topic. Connected with Toyota and with it Japan also the meaning of the word is Kanban, which sign or small card is. These maps are basis element of this PPS systematics and serve the information forwarding.

Advantages over the central production control

In traditional, central steered planning systems of the production control the entire production need at a central place in the smallest detail is ahead-planned, and the individual production places to have hardly the possibility of affecting production. This fact makes these systems inflexible and in case of of short term changes of the parts which can be produced also slow-acting, since these changes draw extensive consequences and a high co-ordination expenditure. This leads to the fact that with central planned systems a high supply attitude is necessary, in order to compensate the flexibility lacking, which causes again high stock program costs.

In contrast for this Kanban systematics offer a high adjustment potential due to the flexible control when short term changes the need, since with to the slope the going of a necessary article the order is time near released to the Nachproduktion. Here the information forwarding takes place always up-to-date and thus adapted to the momentary requirements situation from the consumer to the producer or to the supplier. Thus high stocks can be reduced drastically and increased clearly the volumetric efficiency. By the example of an enterprise the capital bound in stocks could by 60% be reduced and the stock availability by 30% be increased.

Kanban represents a possibility for enterprises of converting the partial very complex and interlocked production control into independent automatic control loops which the control expenditure clearly reduced and which increase transparency of the process connections. In the apron however evenly these processes and the product spectrum are to be examined exactly for the suitability for Kanban. If this is fulfilled, Kanban particularly is for enterprises with relatively small variant varieties and relatively constant consumption interesting, with which storage costs are a large cost driver. In addition, with larger variant varieties or long Zulieferketten can be used Kanban meaningfully, if for example modern information technology is used. Here however a substantially larger planning and co-ordination expenditure are necessary. Kanban for single or special jobs is unsuitable, since the necessary standardisation of the production program is not possible here. By the arising high measure of flexibility and supply regret JiT orders with Kanban are easier to master than with conventional PPS Systemen.Auch may not the motivatorische effect on the coworkers not be neglected, who from the increased responsibility and qualification result within the automatic control loops. The demand for perfect quality must be absolutely fulfilled, which requires constant monitoring of the processes and products. This represents a outstanding basis for the optimization of production.

Goals of the use of Kanban systems

The priority goal of the introduction that Kanban systems was the reduction of the high and often unnecessary stocks, which led to the reduction of the capital freezes. Likewise a lowering of the turn-around times as well as the lot sizes should be achieved by Kanban. Thus went the increase of the stock availability and the flexibility regarding changed demand quantities. Also the clear reduction of committee ratios, which raw materials, remachining expensive by Verschwendung and additional transportation constitute a large cost factor, represents an important goal of the Kanban system. Since demands for material on pre-aged departments take place evenly, the coworkers in these departments are charged to capacity evenly. Thus the increase of the product quality moves also into the foreground.

Conditions for the use of Kanban

Perhaps Kanban requires a multiplicity of changes of enterprises, in order to be able to introduce this production control system effectively. Takeda calls essential conditions sieved here, which must be absolutely fulfilled before the employment by Kanban.

• Structure of a flow production

The production program must be brought in even river. I.e. the standardisation degree of the products must increased, and production must be strictly clocked.

• Reduction of the lot sizes

In order to reach a Just in time production and to obtain a lowering of the stocks, distance must be taken by the conventional optimization of the lot sizes. A goal however must be the avoidance of overproduction, in order one would need-in accordance with-eat production to carry out. Setup costs are to be neglected here rather.

• Smoothed production

Since Kanban systematics extend over several production stages, the avoidance of large fluctuations and the exact planning of production on the last stage are extremely important. Each unexpected fluctuation would lead itself on the pre-aged stages transferred and to loads, which would thus represent again buffer existence or buffer capacities to pull and Verschwendung.

• and standardization of the transportation cycles

The reduction of stocks requires a increased transportation expenditure. So that production does not come by being missing Vorprodukte into coming to a hold, it is to be guaranteed that the materials handling always takes place from the pre-aged to the following place according to the logistic principle.

• Continuous production

A consistent extent of utilization of the production places is to be achieved by Kanban. This must take place via a suitable dimensioning and standardisation of the Kanban system. However also cases must be able to be considered such as special jobs.

• Determination of the addresses

Since the flow of material in the Kanban system is steered by maps, each producing and using place as well as each buffer camp and each article needs a clear designation, with which an exact dispatching of the maps, materials and containers becomes possible. This systematics must be kept as possible transparency and simply in such a way, in order to avoid errors.

• Consistent container management

Containers fulfill several tasks in the case of transport. Thus they guarantee the damage-free transport of the products among other things and give over number and kind of the contents of explanation. With the choice of the container is to be paid attention to the needs of the following process, and as small a receiver size as possible is to be selected.

Further high quality of the Vorprodukte is in connection with a pronounced quality assurance conditions for key for a functioning Kanban system, since by the low stocks a compensation from bad parts can lead to stagnations in the Produktionsablauf. Therefore a quality management system must be implemented, which consists of automatic quality controls, self-check by the coworkers and of process controls.

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