CD Kanban Store Kaizen Event “…kanban system is nothing but the means of carrying out the production system and only a controlling system.” -- Shingo CD Kanban Store Kaizen Event

Vision In the "classic" Kanban system the containers represent the lot size called for by the container size. In an automated pull system, lot sizes and cycle times reside in computer files. The automated "system" sends signals when the perpetual inventory, also resident in the computer files, diminishes to a point which would represent the removal of a container from the production department and the receipt of the Kanban card by the production department. Key concepts: Cycle times Forecasts Buffer stock Lot size

Material Dilemma We have a material dilemma in the Kanban store: High inventories are common because we anticipate the material required by the production lines who can not always build to schedule. Thus need a big space to store the lot of materials. Counting parts is burdensome and time consuming. Quantities often vary from container to container. Parts are often stored in different locations and inventories disappear (shrinkage). Maybe interrupts production. Transport time due to different storage locations increases lead time. Management by firefighting needs a lot of store keepers. Poor communication makes the transportation is not on time from Hub store.

Stakeholders Project Title : Improve KB store in CD to be a supermarket. Project Objectives : Metrics Baseline Goal Space (m2) 748.98 370 HC 101 80 Inventory 4 hours 2 hours

Direction – Improve the Kanban Store to be a Supermarket Supermarket Concept Definition :A defined and clearly marked location for every part container. Reasons to implement : Improves Response time ( Quick ID for material location) Reduce non-value added activities ( Search Time / Walk time) Facilitate visual inventory management ( incorrect location / Excess and shortage) Improve housekeeping Support Pull Support Flow Minimize Inventory and Space Support FIFO Supports Implementation of Standardize Delivery Process Increase employee involvement Improves communications of customer needs through visual controls Provides a common system for moving material through a plant Highlights quality issues quickly

Kaizen Planning -- D1: Focus the Kaizen Event Build a Description of the Target Work Process Walk Through the Target Work Process Build the Mission Statement Set Goals for the Kaizen Event Define the Do's and Don'ts Close Day 1

Kaizen Planning – D2: Evaluate the Target Work Process Gather Information Analyze the Amounts and Sources of Waste Summarize the Results of the Evaluation Close Day 2

Kaizen Planning – D3: Solve the Performance Issue Generate Improvement Ideas Trim Improvement Ideas Conduct an Experiment / mock up Select Improvement Ideas Close Day 3

Kaizen Planning – D4: Act to Improve the Target Work Process Create Action Plans Execute Improvement Ideas Measure Results

Kaizen –Process Flow HUB store release correspond materials to Kanban store Dispackaging loading material to the supermarket line material handler to pickup material from supermarket scan out for supermarket system back flash kanban sent request material list to HUB store Yes No Start Kanban supermarket inventory<2hours

Kaizen -- Inventory Components Packages

Kaizen -- Container

Kaizen – Disassembly 5S Picture

Kaizen – Layout (Latest)

Kaizen – Space 5S Picture

Kaizen – Route way 3m 2m 1m

Kaizen – Management by Sight Location

Kaizen – Management by Sight (Continued) Information

Kaizen – Operation (FIFO) First in first out

Kaizen – 5S withdrawal Placement Size

Kaizen –Software Construction Material Input Material Output Query Prompt

Continuous Improvement What hasn’t Worked Ideal State: No supermarket !!! Supply chain able to move at pace of manufacturing in component model, sequence, and mix. Therefore, the little inventory that exists would be a “rolling inventory” delivered frequently to point of use in the manufacturing facility. No supermarket: POU Delivery At this point the enterprise has fundamentally changed the system, all parts are received in the smallest lot delivered right to Point of Use on the lines. Continuous Improvement 1.5S 2.Visual Management 3.Go and see for yourself 4.Poka-yoke 5.Factor Rating 6.Center of Gravity 7.Transporation Cost/Net 8.TWI

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