1. 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

2. 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

3. 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.

4. 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

5. 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

6. 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

7. 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

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

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

10. 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

11. Kaizen -- Inventory
Components
Packages

12. Kaizen -- Container

13. Kaizen – Disassembly 5S
Picture

14. Kaizen – Layout (Latest)

15. Kaizen – Space 5S
Picture

16. Kaizen – Route way 3m 2m 1m

17. Kaizen – Management by Sight
Location

18. Kaizen – Management by Sight (Continued)
Information

19. Kaizen – Operation (FIFO)
First in first out

20. Kaizen – 5S
withdrawal
Placement
Size

21. Kaizen –Software Construction
Material Input
Material Output
Query
Prompt

22. 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

23. Summary
Thanks