The Kanban system is a methodology for setting goals. It is used to manage projects using signals. If something is wrong, you can immediately notice the problem and fix it, because Kanban visualizes processes using multi-colored cards. Employees will not start a new task until the Kanban board gives the appropriate signal.

In this article you will learn:

I think many people are familiar with the situation: they held a meeting, talked a lot and with passion, discussed problems, found solutions, recorded tasks in the minutes. And then ... nothing. A month or two later, a new meeting was called, and the tasks are still on the waiting list.

Thoughtful Japanese back in the 60s of the twentieth century came up with and began to put into practice the Kanban system, which allows you to organize the process of completing tasks through visualization. Let's see how it works.

Kanban: what is it

In the mid-twentieth century, a group of top managers from Japan, led by TOYOTA president Taichi Ohno, asked themselves how to make production run at maximum speed and inventory at the same time be minimal. The Japanese took a closer look at the system of American supermarkets, in which the cards of all purchased goods were registered at the checkout - this is how supermarket owners managed stocks. Information about the sold products was sent to the purchasing department, where they formed an order to the supplier based on consumption - supermarket shelves were replenished with stocks without stocking. System "Lean" helps to get rid of losses and increase business efficiency.

Tahiti Ohno took a key principle from this practice and formed a rule: the supplier must produce as many goods as the buyer ordered. Moreover, the supplier can be either directly the counterparty - the supplier, or a division within the enterprise. By analogy, the customer can also be both external and internal.

At the TOYOTA plant, order cards were introduced (from the Japanese “kam” - signal, visible, “ban” - card), which were hung in a conspicuous place in each division - this was how the plan for the production of products for this division was assigned. Thus, they organized production in the manner of a conveyor. Each subsequent workshop along the car assembly chain assigned a plan for the production of parts and components for the previous workshop. With the help of this approach, we reduced the overall overproduction, stockpiling of warehouses, and saved on logistics. The cards took root and proved their effectiveness. In 1961, a new, breakthrough at that time, Kanban system was formulated.

Kanban is a production organization system built on the "pull" principle..

Initially, the system was used only in the classical interpretation, as a system of cards in production. But the methodology evolved and improved, and by 1983 it was being used as a project management method.

How to implement Kanban: the experience of a Russian company

Kanban is a management method used in a process lean manufacturing. Russian company managed to overcome the resistance of the staff and implement a system of lean manufacturing. Her unique experience can be useful to those enterprises that are also planning to switch to lean flights.

Kanban board

A Kanban board is really a board hung in a conspicuous place in an office, workshop, or workplace. Stickers with tasks are placed on it - Kanban cards. Traditionally, the board has three columns:

1. To Do - tasks to be completed.
2. Doing - tasks in progress.
3. Done - completed tasks.

All team members are responsible for maintaining the board, whether it be a department or an assembly line. Each employee involved in the execution of tasks, as they are completed, can move cards with tasks along the columns of the board.

Agree, it is convenient when all the tasks of the team are in sight and you can visually track the progress of their implementation. The places of "congestion" become obvious.

Over time, the board has evolved. Today, Kanban projects can be managed using software tools.

In 2005, Kanban entered the IT industry and became one of the software development methods. David Anderson presented the development process as a set of tasks, each of which he wrote down on a card and posted on the board. Thus, he received a simple and understandable tool for controlling the seemingly confusing development process.

The Kanban methodology is a handy tool that can be applied anywhere from production to financial close.

Principles of Kanban

The Kanban system belongs to the family, so there are no rigid guidelines, principles, or frameworks in it. Like the other members of this family, she is focused on the person and allows you to maximize the potential of the team. Of course, at the request of the team itself. Let's study the principles of Kanban using the example of closing the financial year.

Principle one. Visualization

Most people are naturally visual. Everything that is visual is better remembered and “catches” attention. Therefore, the genius of the method lies in the most visual project management.

Suppose you are faced with a big and difficult task - to organize the closing of the financial year. At first, it was not clear how to organize the work of departments so that no one waited for anyone and did not redo the work twice. Following the principle of visualization, you break down the general task of “closing the period” into subtasks:

• hold documents from suppliers,
• fill out the spreadsheet
• calculate reserves,
• etc.

Write each task on a separate card. Recall that you can use both real cards - stickers, and special programs. Once you have a pool of tasks, it's time to post them on the Kanban board.

The second principle. Limiting the number of tasks

As numerous studies show, a team cannot perform too many tasks at the same time. A lot of time is spent switching between tasks, which leads to a blurring of the deadlines for each task and an overall decrease in efficiency. The method implies that the number of simultaneously executed tasks should be limited.

Discuss tasks with subordinate departments, determine the minimum number of them that the team can perform simultaneously. For example, while the personnel department “fills out the time sheet”, the accounting department “introduces documents from suppliers”. As a result, it turns out that your team can simultaneously do 3-5 tasks. Record this number in the "Doing" column of the Kanban - boards, do not post to work large quantity task. You will soon see the effect - the cards will go from "To Do" to "Done" faster.

The third principle. Priorities

As soon as you limit the number of tasks that can be performed at the same time, you will get a cluster of cards in the first column of the board - "To Do". The property of human nature is to perform easy and short tasks, and with complex ones, pull to the last.

You will need to prioritize, that is, determine which tasks to take on in the first place. Kanban suggests either placing the highest priority cards at the top of the table, or using different card colors. Decide what will be the next priority task for each department, highlight such tasks. Your employees will always be aware of what they are doing tomorrow, or at the beginning of next week. With the help of priorities on the Kanban board, you can convey the main vector of work to the team and get rid of the situation when everyone works, but there is no result.

Fourth principle. Task flow management

If a task takes a long time to complete, Kanban offers the “all for one” principle. That is, team members who are underloaded, or perform non-priority tasks, offer their help in a problem area. Of course, this is the highest degree of collective consciousness, which is more characteristic of the Japanese than the Russians. But you should always remember that participation in the work of related departments broadens the horizons of the employee and improves his qualifications.

Principle five. Continuous Improvement

There are no perfect projects. In theory, the implementation of the project is presented as a clock mechanism, where the gears measured seconds and minutes. In reality, overlaps happen. The Kanban philosophy suggests that a project can be improved through experience gained. According to the methodology, team members analyze the work being done and give suggestions for optimization. It is useful to arrange follow-up meetings to discuss bottlenecks and effective solutions. It’s not worth it to part with such meetings, once every 1-3 months is a quite reasonable schedule.

Advantages and disadvantages of the Kanban system

Method advantage:

1. visibility. You always see the tasks of the team, their movement on the board. The situation disappears when you suddenly remember one of the tasks after a couple of weeks, having fished it out of the mail archives.
2. Effective team work. Due to the fact that tasks are completed faster, the speed of project execution increases.
3. Strong communication between departments and within departments. When all the work is visible, the effect of "unloaded neighbors" disappears.
4. Stock reduction. In a classic, manufacturing application of Kanban, the pull system reduces inventory of raw materials and finished products. And this means savings on storage facilities, transportation, and an increase in free cash.
5. Establishing long-term partnerships with suppliers. Dealing with a limited number of suppliers who are willing to supply you with just-in-time products will reduce risk and possibly save on procurement costs.
6. Improving the quality of work. The smaller the flow of simultaneous work, whether it is the production of products or the calculation financial indicators, the greater the focus on the result.

Of course, the system has flaws. First, Kanban is focused on a team that wants to work and improve. If there is no team motivation, a more strict method of managing it suits you, otherwise you risk taking all the work on yourself.

The second drawback follows from the first - the lack of a time frame. In Kanban, there are no deadlines set for each task, and there are no late fees. Only motivated employees will be able to reduce the time to complete each task on their own.

For a large team, using a Kanban board will be difficult. Too many different tasks, priorities, results completely level the visualization - the most valuable advantage of the method.

If an enterprise uses Kanban in production, then it runs the risk of delays, because if one of the links in the chain does not work correctly, the whole process will slow down. There are problems with medium-term and long-term planning, because the output is focused on the orders of "buyers".

Intermediate conclusion: Kanban can be used in those companies whose team is motivated to develop and achieve results. Kanban is suitable for small and medium-sized companies, departments and projects.

Analogues of the Kanban methodology

The method has analogues. Let's see what control methods can be used in different situations.

1. If you decide to organize working time using Kanban, then consider the Eisenhower matrix as an analogue. It consists of four sectors: tasks important and urgent, important but not urgent, urgent but not important, and finally, not important and not urgent. Kanban has an advantage over the matrix - on the board you see the progress of each task. The result of work is obvious to you and it motivates you. See details,
2. For a small team driven by results suitable SCRUM method. This technique and Kanban are very similar, but SCRUM is more stressful.
3. For teams that are working to continually create new value, the critical path method is the way to go. It is based on planning with help. Deadlines for each task are important here. The critical path method is the opposite of Kanban - it drives the team into a tight time frame. In different areas, both methods will work differently. For example, for construction, the critical path method is applicable, and for IT, Kanban.
4. Cascade planning method (WATERFALL). When using this strategy, before the start of the project, they plan in detail the entire scope of tasks with deadlines. Such an organization allows, on the one hand, to be sure and end result, on the other hand, when the scenario changes suddenly, planning must start from the beginning. WATERFALL is well suited for industries with established output volumes, for proven and time-tested projects. The same fiscal period-end closing can be done with both Kanban and WATERFALL.

When choosing a system that suits your particular case, rely on personal feelings. It is possible to mix several systems - perhaps you will invent a new method of project management.

The Kanban management system is a logistics methodology for an organization industrial enterprises. Its popularity and popularity were greatly facilitated by the ease of implementation, the ability to significantly save material resources, and an increase in the overall level of control.

History of creation and development

Japan is considered the birthplace of the Kanban system, where it was first used at the Toyota Motors automobile plant in the early 60s. Development and implementation were directly related to the need to minimize financial losses through "instantaneous" inventory control and timely completion of required tasks. At present, the main area of ​​application is industrial production, especially in continuous production cycles (automotive, railway transport and etc.). Given the simplicity of the algorithm embedded in the method under consideration, in recent years this has also been one of the most effective approaches to project management.

"Pull" or "pull"?

"Kanban" appeared as a result of the improvement of enterprises in accordance with the concept of "just in time", in order to reduce waste and increase the quality of products. At the same time, its creation and subsequent use opened up a new type of management. If until the middle of the twentieth century, the efforts of researchers were mainly aimed at improving the mechanisms of push production (that is, those that operate under a strict plan), then from the moment the Kanban system was applied, pull-type enterprises appeared in logistics. In this case, the direction of the information flow changes.

In push-type workshops, the control signal goes from left to right, actually “pushing” the product from one section to another according to the accepted technology. For pullers, the last section generates a request for the necessary components from the previous stages of production.

Kanban is not a completely new kind of production. Strictly speaking, the production management models that have emerged over the past half century represent superstructures for classical industrial enterprises. The most accurate term to describe Kanban capabilities is "efficiency". Since progressive methods of modernization of production are aimed at its increase.

What is the difference?

The essence of the Kanban system is to organize the uninterrupted execution of production tasks at all work positions (places) of the production process. Distinctive features is to minimize inventory at all stages life cycle products.

Inventory is one of the bottlenecks modern productions. In practice, one of the following options most likely occurs:

• insufficient inventory;
• stock reserve.

The consequences of the development of the first scenario will be:

• interruptions in the rhythm of production;
• decrease in output by employees;
• an increased number of spare parts and components due to untimely maintenance work;
• increase in manufacturing costs.

For the second option, the characteristic features are:

• low turnover of funds;
• slowdown in production;
• increase in losses on supporting infrastructure ( warehouse space, staff, utilities).

The Kanban system reduces the risks of both scenarios due to the accepted restrictions on the allowable amount of resources in the production chain. As a result, there is a "transparency" of processes - interruptions in the operation of equipment, the actual amount of marriage, the actual throughput work places. The result of the introduction of the system is an increase in product quality against the backdrop of a significant reduction in costs.

Key elements of the system

"Kanban" is the control of production processes with the help of special control signals. It should be noted that for effective functioning, a developed infrastructure of interaction between the structural components of production, a refined manufacturing technology, and teamwork of labor personnel are required. The main element of information in the production chain was plastic cards of different colors with various information(the meaning of "Kanban" from Japanese is "card"). Its appearance depends on the type of control.

Container Kanban

The data card is installed on the container. The production order is determined by the position of the container itself on the rack. The ordering algorithm is carried out as follows: when the number of parts in the first container with the map decreases, it is moved from the working position to one of the tiers of the rack (which serves to place orders and receive a signal from the transport service employee) and starts working with another. The transporter picks up an empty container, the presence of a kanban card on which indicates the need to order material from a storekeeper or supplier. The main disadvantage of this type of kanban is the additional amount of packaging for each type of part used.

Card Kanban

Multi-colored card with production information, while the color determines spatial parameters necessary supplies. In practice, the card is divided into several segments that show information regarding the sender and recipient.

There are various schemes for using the color palette of cards. From monochrome (white, black) to multi-colored. The number of colors and their choice depend on the complexity of the production processes. If it is necessary to use signals between different working functional areas, the following scheme can be proposed:

• blue color - "production kanban" (connection between the work area and the supply area);
• red color - "warehouse kanban" (connection between the warehouse and the issuing area);
• green color- "intershop kanban" (communication between different shops or complexes).

Advantages and disadvantages

Kanban has a number of advantages over traditional methods production management. This is confirmed by feedback from employees. It reduces lead times, reduces equipment downtime, optimizes inventories, reduces scrap, eliminates WIP, improves space utilization, increases productivity and increases overall plant flexibility. At the same time, the limitations of the method are inevitable - it is necessary to create a reliable supply chain of material reserves, there is no possibility of long-term planning of production tasks. According to managers, high demands arise for the synchronization of the actions of employees of various services.

In conclusion, it should be noted that the Kanban system is not just a process improvement method, it is a production philosophy that, with systematic and constant use, allows you to achieve high performance of the enterprise.

(CANBAN, pull system, pull system) - the most common type of just-in-time system - a system that ensures the organization of a continuous material flow in the absence of stocks: production stocks are supplied in small batches directly to the right points in the production process, bypassing the warehouse , but finished products immediately shipped to buyers. The order of production management is the reverse: from the i-th stage to the (i - 1)-th.

At present, there is a clear upward trend in inventory storage costs, which was the reason for the development of "instant" inventory management systems, which include the CANBAN system in question, developed by Toyota Motors Corporation - one of the first attempts at practical implementation of the "just in time" system.

The essence of the CANBAN system is that all production units of the enterprise are supplied with material resources only in the quantity and by the time that are necessary to fulfill the order. The order for finished products is submitted to the last stage of the production process, where the required volume of work in progress, which must come from the penultimate stage, is calculated. Similarly, from the penultimate stage there is a request to the previous stage of production for a certain number of semi-finished products. That is, the size of production at this site is determined by the needs of the next production site.

Thus, between each two adjacent stages of the production process there is a double relationship:

• from the i-th stage to the (i - 1)-th stage, the required amount of work in progress is requested ("pulled");
• from the (i - 1)-th stage to the i-th stage, material resources are sent in the required quantity.

The means of transmitting information in the CANBAN system are special cards ("canban", translated from Japanese, - a card). There are two types of cards:

• production order cards, which indicate the number of parts to be produced in the previous stage of production. Production order cards are sent from the i-th stage of production to the (i - 1)-th stage and are the basis for the formation of the production program of the (i - 1)-th section;
• selection cards, which indicate the amount of material resources (components, parts, semi-finished products) that must be taken at the previous processing (assembly) site. Selection cards show the amount of material resources actually received by the i-th production site from (i - 1)-th.

Thus, cards can circulate not only within an enterprise using the CANBAN system, but also between it and its branches, as well as between cooperating corporations.

Enterprises using the CANBAN system receive production resources daily or even several times during the day, so the stock of the enterprise can be completely updated 100-300 times a year or even more, while in the enterprise using the MRP or MAP systems - only 10-20 times in year. For example, at Toyota Motors Corporation, one of the production sites in 1976 was supplied with resources three times a day, and in 1983 - every few minutes.

The desire to reduce stocks becomes, in addition, a method for identifying and solving production problems. The accumulation of stocks and overestimated production volumes make it possible to hide frequent breakdowns and shutdowns of equipment, and manufacturing defects. Since, in conditions of minimizing stocks, production can be stopped due to defects at the previous stage of the technological process, the main requirement of the CANBAN system, in addition to the requirement of "zero stocks", is the requirement of "zero defects". The CANBAN system is almost impossible to implement without the simultaneous implementation of a comprehensive quality management system.

Important elements of the CANBAN system are:

• an information system that includes not only cards, but also production, transport and supply schedules, technological maps;
• a system for regulating the needs and professional rotation of personnel;
• a system of general (TQM) and selective ("Jidoka") quality control of products;
• production leveling system.

The main advantages of the CANBAN system:

• short production cycle, high turnover of assets, including stocks;
• there are no or extremely low costs of storing production and commodity stocks;
• high quality products at all stages of the production process.

An analysis of the world experience in the application of the CANBAN system showed that this system makes it possible to reduce inventories by 50%, inventory - by 8% with a significant acceleration in the turnover of working capital and improving the quality of finished products.

The main disadvantages of the just-in-time system are:

• the difficulty of ensuring high consistency between the stages of production;
• significant risk of disruption of production and sales of products.

Publications

Functional management. Fragment from the book "Theory of System Management"
System operational management Just-in-time production and its CANBAN variant are seen as key areas of efficiency production activities the enterprise in general and inventory management in particular. The concept and basic principles of inventory management, the structure and functions of the logistics service of an enterprise are also considered. Methods for calculating the need for material resources are given.

Yakubovskaya T. Inventory management and sales budgeting
The methodology for choosing an inventory management policy at the enterprise is presented.

Komaha A. Inventory management
The inventory management experience of Toyota and Kmart companies is considered: "just in time" system, statistical process control, general government quality, business process reengineering, total money management, optimal order size model, stock valuation and accounting.

From this article you will learn:

• What is the main purpose of the kanban system
• What are the advantages and disadvantages of the kanban system
• What are the principles and rules of the kanban system
• How to implement a kanban system in an enterprise

To correctly reveal the essence of the kanban method, it is necessary to understand that the principle of continuity is the basis of such process management. The kanban production system allows you to effectively synchronize the various stages of production and ensures a constant and uninterrupted flow of material resources. The technology allows to reduce the number of operational tasks that need to be solved when managing warehouse stock. This article discusses in detail the basic rules and the main advantages of this method of organizing and supplying production.

What is a kanban system and what is its main purpose

In connection with the increase in the cost of storing warehouse stocks, it became necessary to form a system for the rapid management of material resources. Kanban is a Japanese word that translates to "tag" or "badge". With the help of a special signaling system (cards and labels), the mechanism of "pulling" and the non-stop flow of products is implemented - permission or an indication is given for production and transfer to the next stage.

The pull system for kanban production allows you to effectively manage a lean workflow. The means of transmitting information in the production chain are special cards that signal the transfer of an order for manufacturing from the next technological stage to the previous one.

To understand what kanban is in a lean manufacturing system, it is necessary to consider how this method of management works in practice. Experts call kanban technology the universal "signaling system" of lean manufacturing, as it allows you to rationally regulate the amount of products produced at the factory or the volume of services of the company.

The introduction of kanban technology is impossible without the implementation of a comprehensive quality management system. For the first time, the concept of lean manufacturing was developed at the automotive plants of the Japanese corporation Toyota.

The kanban production system was based on the principle of rational and lean inventory management. The development of the concept began during the reign of Kiishiro Toyoda, the son of one of the creators Japanese company Toyota. The whole system of organizing and supplying production was based on the key principle of "just in time".

This meant that any part of the car should be made no earlier and no later than the time when it becomes necessary. The plant produced only those products that were needed, strictly in the quantity ordered. This innovative approach made it possible to abandon large stocks and reduce the ongoing costs of manufacturing parts and maintaining warehouses.

Further, the concept of "just in time" was developed by the heir to the dynasty Eiji Toyoda and his consultant Taiichi Ohno. Special cards "kanban" were introduced, with the help of which the control of the movement of stocks was carried out. The alarm system made it possible to completely eliminate failures in the supply cycle and set up the rotation of the necessary production operations. The operation of the entire mechanism of uninterrupted and timely delivery of components to the next production stage was ensured by a number of additional measures aimed at eliminating losses in the technological chain.

Different methods were widely used to coordinate the workflow: flow mapping (graphic card production), pull-in-line production, 5S system (workplace organization).

The entire process of producing wealth at Toyota's factories was based on consumer demand. Produced only those products that were in demand. Toyota executives weren't obsessed with product breadth. Everything that was not of value to the consumer was removed from production. Only the needs of the adjacent link were taken into account. This is how a lean culture was formed - production only on demand, when only what is needed at the next stage, and only in the required quantity, is “pulled” from the previous stage of production.

The pull system of kanban production is identical to the method commonly used in supermarkets, where items are put on the shelves as they are sold. Kanban is not focused on predictive sales and is the complete opposite of the push method. Products are produced only at the right time and in the quantity that is needed.

In order to avoid failures in the production process, a clear and flawless work of everyone is necessary. Therefore, the introduction of the kanban system should begin with the optimization of the workplaces of all personnel - from an ordinary employee to top managers.

Advantages and Disadvantages of the Kanban Production System

Kanban value production flow and inventory management technology has many advantages:

• Compatibility.

The signaling system (cards) can be combined with any computer interface, and with an all-encompassing implementation, full integration of the applicable ERP or MRP accounting system is allowed.

• Ease of implementation.

The kanban production system is easy to use and allows you to make all the necessary changes: introduce new elements, remove and replace unnecessary components, change the design, add new products. To do this, you only need to change the number of cards used or replace them with new ones.

• Self-regulation.

Kanban is an effective reference point for all production workers. Significantly reduced the volume of operational managerial tasks. The kanban system allows you to automatically adapt the production process to all changes in demand, which either rises or falls. The principles of self-regulation and flexibility underlie this method- the production of products is set by kanban cards, is carried out exactly in the volume that is needed at the moment and does not depend on the speed of spending.

• Reliability.

Demand cannot be constant, but this does not affect the quantity of manufactured products. The main characteristics of kanban technology are exceptional reliability and flexibility. Regardless of changes in demand, products are produced only in the required volume, without surpluses.

• Eliminate or reduce picking.

The process of picking parts takes place in accordance with:

1. with an order;
2. with a separate product.

All components are placed in one box in accordance with a given list. Kitting requires a warehouse and employees who will form kits.

And even at the picking stage, the kanban system allows you to reduce, if not completely eliminate production costs, since all materials are in right place and to the extent necessary.

• Increased flexibility.

All parts required for assembly are in the system, so any product can be released without delay and is produced under the motto "any model, any day". The production process takes place in real time and depends only on the demand for the manufacture of a particular product.

• Reduce manipulation.

The production of semi-finished products leads to inevitable losses. The kanban production system allows you to shorten the technological cycle, since a method and route for moving a fixed amount of products is predetermined.

The kanban management method is recognized as the most efficient and allows you to make all the movements of materials with minimal cost. Without kanban cards, products are not produced or moved.

• Deficit reduction.

Unlike other technologies, kanban assumes the presence of two containers - one of them is filled with products, and parts from the second container are used at this time. The emptying of the container is a signal for its filling. Thus, the shortage of components is reduced and uninterrupted operation is ensured.

• Inventory control.

Experience shows that it is difficult enough to control stocks, which are working capital. Accurate accounting is the main rule of inventory management. Difficult to organize workspace in the 5S system if there is no way to manage the quantity. The effectiveness of inventory management is confirmed by many examples of successful use of the kanban production system. Parts are delivered in small batches directly to the required points, bypassing the warehouse, and the finished product is immediately sent to consumers.

• 5S optimization.

The 5S workspace organization method allows you to maintain order in the production shops and at each workplace, and also helps to create the most optimal conditions for performing all technological operations.

To achieve the highest level of 5S and organize the system storage and movement of materials, containers, cards, labels are provided in kanban technology.

Disadvantages of the pull kanban production system:

1. Its implementation is possible only with a staff of 5 employees.
2. It is inefficient for matrix organizational structure enterprises. Kanban is for direct production only.
3. Not suitable for long-term strategic directions of development.
4. The system is designed for employees to have a clear knowledge of each other's functions, otherwise a production failure may occur.
5. A hard deadline makes it difficult to implement a kanban system. Products must be manufactured within a strictly defined time frame.

4 principles and 5 rules of the kanban system

In the spring of 2005, economist David Anderson traveled to Tokyo. While walking in the Eastern Gardens of the Imperial Palace, he saw how the inspectors at the entrance give each visitor a plastic kanban ticket, and at the exit they receive it back, and make a mark on a special board with columns. This walk led the economist to the idea that colored cards could be an effective tool economic activity in conditions of uncertainty, with fluctuations in demand.

David Anderson realized that with the help of cards and columns, you can effectively manage inventory and control the delivery of products. Just-in-time technology was successfully used in the machine-building industry of Toyota Corporation in the late 60s of the XX century. Working according to a predetermined clear algorithm made it possible to shorten the production cycle, minimize material costs and profitably increase sales.

The trip to Tokyo turned out to be very productive for David Anderson. In the kanban board, he saw an effective production tool. The economist spoke about this in his book Kanban: Successful Evolutionary Change for Your Technology Business.

To apply a kanban production system in an enterprise, it is necessary to study its fundamental principles and rules.

4 basic principles of kanban technology:

• Appreciate everything you do.
• Be ready for development and evolutionary changes.
• Respect roles, responsibilities, authority and titles.
• Reward informal leaders.

There are no strict rules in the concept of kanban, therefore David Anderson recommends to be guided by fundamental principles and rules every day during the labor process.

Kanban is focused on the path of least resistance. It is necessary to be ready for constant development and evolutionary changes in the established order. Most of the changes, as a rule, cause resistance from employees of the enterprise and customers.

David Anderson recommends valuing the already formed production processes, roles, responsibilities, authority and titles of all employees of the enterprise. This means that you should not change what works correctly and corresponds to the chosen concept.

The first step is to start changing, modernizing or improving what needs to be changed. Fear and the unknown always impede progress, so the transformation should take place calmly and not cause negative emotions among employees. To do this, it is necessary to assemble a team of like-minded people who are ready to develop and introduce new technologies.

In any production team there are ordinary workers who enjoy the authority and respect of their colleagues. It is advisable to support and encourage them, to promote the career growth of informal leaders. This approach helps business development.

In addition to the four main principles of the kanban production system discussed above, David Anderson laid out five fundamental rules. successful business:

• Visualization of the workflow.
• Limitation of work in progress (WIP - Work-In-Progress).
• Workflow management.
• Clarity and transparency of changes.
• Improvement joint work(using models and the scientific method).

Let's look at these rules in detail. Since kanban technology aims to positively transform a business process through its progressive optimization, it is necessary to understand what exactly is the goal of business evolution. Before implementing a kanban system in an enterprise, it is necessary to understand how manufacturing process.

Visualizing a workflow using a Kanban board or a Lean Kit platform is a powerful method that supports lean implementation and is well suited for tracking the impact of innovation integration.

Exist various ways workflow visualization. In order to classify production activities, in addition to the flow of work and the time of their execution, other criteria can be guided, for example, market risk and the cost of delays. Well-designed and competent workflow visualization allows you to quickly identify WIP fragments, called “business killers”.

David Anderson believes that the fight against work in progress should occur throughout the entire workflow. Work that is not done on time negatively affects the next production stage, and then, like a snowball, it builds up unfavorable trends, affecting the entire business process. The kanban production system reduces WIP (Work-In-Progress) to zero.

Why is it important Feedback? Any innovations introduced lead to changes, so it is imperative to analyze their consequences and make sure that they led to an optimization of the production process. Sometimes it happens that the solution of one problem leads to the appearance new problem or aggravate another.

The process of introducing kanban technology should be clear to the entire work team. Ignorance and misunderstanding of the ultimate goal always leads to a dead end. Each employee must clearly understand how the production process goes. All, even subjective, problems should be discussed in a timely manner.

Kaizen (kaizen) - key concept kanban technology. It means continuous improvement of production processes and positive changes in business.

A manager who introduces just-in-time technology into production must clearly understand the concept of Kaizen. If a business is not committed to continuous improvement and positive incremental changes in work, then there is no point in integrating the concept of kanban.

How the kanban production management system works

At first glance, it may seem that kanban technology is too simple, but reputable experts have confirmed its effectiveness and positive impact on the organization of a business process. The scope of work on a single link in the production line is always determined by the needs of the next operation.

At the initial stage, the value of work in progress should be calculated, which will directly depend on the penultimate link. A request for the manufacture of a specific number of semi-finished products is made at the penultimate stage and descends to the previous one. It turns out that a double link is established between two adjacent technological operations.

There are a number of blocks in the kanban production system:

• informational - consists of a system of various cards, supply schedules, transport or production, a certain amount technological maps;
• managerial - is responsible for personnel management, the movement of employees within the enterprise, the procedure for bonuses and incentives for employees;
• controlling - controls the quality of products, carries out general Total Quality Management and selective (jidoka) quality control;
• leveling - deals with the full leveling of production.

In order for the kanban technology to work effectively and give a positive result, all the structural units of the block must be used in combination.

As mentioned above, a double type of relationship is established between each two adjacent stages of the production process:

• From the n-th stage to n-1, the required amount of work in progress is requested (“pulled”).
• From the n-1st stage, material resources are sent to the n-th stage in the required amount.

IN modern world the consumer has an alternative to a written application for the purchase of the necessary goods. You can use the services with which this operation is done automatically. This method has long been used by various outlets and food establishments.

The information cards that are used when implementing a kanban pull system are divided into two groups:

• Cards that are directly related to the quantity of the order are the basis for the development of the production line plan. They contain information about the required number of products that must be manufactured at the previous stages of the technological cycle. Such cards are sent from each stage to the previous one.
• Cards reflecting the resource volume, which is actually received by the n-th stage of the technological cycle from the previous one. They provide information on the number necessary resources(parts, blanks, semi-finished products, consumables) that must be delivered from the previous assembly stage.

At large enterprises or when performing extended technological cycles with the involvement of additional structures, information cards can be transferred to other divisions, workshops or branches of partner firms.

For effective work In a kanban pull system, certain rules must be followed:

• For each subsequent technological operation, such a volume of parts is required that was indicated on the card from the previous production stage.
• All subsequent technological operations are carried out in strict accordance with the card, namely in the sequence and in the volumes that are already indicated in the card.
• All manufactured products have their own personal card. The number of cards that are used in the production process must correspond to the maximum amount of stock. This rule will help to avoid the release of unnecessary products.
• The card is an order for the production of products, so the manufacture of all products is necessarily tied to a specific card.
• Parts found to be defective are immediately withdrawn and never passed on to the next production step. This rule guarantees the release of quality products.
• Reducing the number of cards leads to a reduction in inventory, allows you to identify problems and increase the effectiveness of control. The smaller the cards, the higher the level of their sensitivity.
• Mindfulness and safety are an important rule of the kanban pull system. Under no circumstances should you change the location of the cards, detach or lose them, as this will lead to malfunctions.

There is one very effective technique that helps to improve work - cards should be collected on a special board. As a rule, employees of the enterprise use several different boards at their workplace. Order cards (coming to the manufacturer) are placed on the control field or board. When the lead time comes, all the cards are moved to the "launch" field, and then transferred to each subsequent stage.

Implementing a Kanban System: A Step-by-Step Guide

The goal of a kanban production system is to produce only the right products at the right time and in the right quantity. Therefore, raw materials (parts, materials, components) are supplied to all sections of the production line only in the required quantity and strictly on schedule. This ensures the rhythmic release of a pre-calculated volume of products.

Stages of implementation of the kanban production system in the enterprise:

Step 1. Organization of the working team and project planning:

• organize the collection of data on the average monthly consumption of each kanban-managed product/material;
• change the physical and logical location of storage locations in warehouse and in production shop;
• determine the volume of containers and materials required for one production operation according to the formula: the average expense for the replenishment period is multiplied by the insurance factor (10-30%);
• change the physical and logical location of parts storage locations by production areas;
• develop and produce signal cards-labels, place them in the sections of the production line. If at the moment the volume of materials available in stock exceeds the required quantity, then all surpluses are stored in a specially designated place with the possibility of their further consumption.

Step 2. Gathering information on the average monthly consumption of each material/part:

• collect data on the consumption of raw materials for a period of at least 12 months;
• calculate the total consumption of materials, taking into account defects and samples for testing.

Step 3. Create and validate the model:

• develop a brief and specific model of the enterprise;
• describe material and information flows.

Step 4. Negotiations with suppliers:

Step 5. Developing the Query Model:

• create a request system model for prompt transmission of information to the supplier about the need to deliver the next batch of materials in accordance with the volumes and schedules drawn up for a certain period.

Step 6. Procurement and placement of containers with materials:

Step 7. Training of employees of the enterprise and approval of the sequence of their actions:

• conduct training of personnel: dispatchers, coordinators, planners, suppliers, foremen.

Step 8 - Starting the Kanban Production System:

• depends on the structure and size of the enterprise, products, production technology;
• can be carried out gradually, by groups of materials and parts (labeled) or by workshops and production sites.

When implementing a pull system for kanban production, it is necessary to appoint coordinators who will control the movement of tag cards. The number of coordinators depends on the size of the enterprise. Labels must move in a certain sequence - removed and moved from the container to the signal board and back. With fluctuations in demand or changes in sales planning, coordinators increase or decrease the total number of containers and labels in operation.

Simple examples of using the kanban system in the enterprise

Assume that a kanban inventory and supply management plant is producing 600 nodes per day at peak demand. In accordance with the plan, 20 finished units are placed in containers and moved to the next production site. To ensure high business stability, planners launch 30 cards (labels) into the system for “production and delivery”.

Piece-by-piece accounting of finished parts is carried out using the kanban system. The same labels are used in the production of assemblies as in the assembly. Visual control of work is carried out using two containers. When all the parts are finished in the first container, the second (full) container is installed in place of the empty container, and the first (empty) container is moved to a specially designated “signal place”. As soon as an empty container appears in the “signal place”, it is immediately filled. The filling cycle of an empty container is less than the consumption cycle of a full one.

Another example will help illustrate what kanban cards are in a lean manufacturing system and how they are handled.

At an intermediate stage, the assembly line produces "assemblies A, B, C, D." For their manufacture, components "a, b, c, d" are needed. The two production areas (assembly line and parts processing line) are independent of each other. There are three lines, on one of them parts "a, b" are produced. The nth number of parts "a, b" produced by line #1 are stored near this line with kanban cards attached to them.

"Node A" is assembled on the intermediate assembly line. Line “Node A” with “selection” cards moves to line No. 1 and selects parts there.

“Node A” is moved to the place where parts “a, b” are stored, the required number of boxes is selected there, the “production” or “order” cards are removed from them. After that, new “selection” cards, which were brought from “node A”, are attached to the boxes.

In the warehouse of parts "a" of processing line No. 1, there are exactly as many removed cards as there are boxes taken by the intermediate assembly line "node A", which is the next section. The personnel who work on processing line #1 must count the number of kanban cards, produce the same number of parts, and restock the warehouse with them. It turns out that kanban cards unite everything production steps(sections) into a single chain.

What to do if there was a failure and parts "a" were not in warehouse "a"? In such a situation, the next section transfers its cards to the line of intermediate assembly "selection" to the part processing line No. 1. Line No. 1 stops performing all other operations and completely switches to the manufacture of parts "a", which are not enough. As soon as product “a” is produced in the required quantity, it will be delivered to the next site - the intermediate assembly line.

Summing up, we can say with all responsibility that kanban in the lean manufacturing system is a very effective way of organizing the workflow. This technology is an effective management tool, but does not eliminate all problems. It should be remembered that the kanban system is suitable for small and medium-sized enterprises, but is ineffective for organizing complex multi-level production.

At some negotiations, about the possibility of introducing a "brand" program for production management, the cost of the project was named - 7 million rubles. The dollar was still low then. In general, not cheap. This is despite the fact that all the problems were not solved. In the era of today's desire to save, you will think about it. Efficient production yes, it is necessary. Money is also needed. How does Toyota, the largest automobile company, manage production literally with pieces of paper, work like clockwork?

At a time when the relevance of a strong Russian economy and the production of the real sector has again become particularly acute, discussions have resumed on the competitiveness of Russian products. Our goods are not as good as Japanese ones and not as cheap as Chinese ones. The task of maximizing the use of production resources to reduce production costs is solved, among other things, with the help of a production management system.

Kanban, as one of the production management methods, has been developed by Toyota for a long time, and the method has proven itself well. The company, albeit against the backdrop of a general crisis in the automotive industry, has the best economic results for a long time. Kanban manages production tasks directly at the workplace, regulates and maintains inventories of semi-finished products at an extremely low level, gives orders to suppliers for the supply of raw materials and materials. The system is self-regulating, does not require sophisticated forecasting, although it has limitations in responding to large fluctuations in demand. It belongs to the shop planning level.

Toyota is using information system Kanban, which manages the release of the required products in the right quantity and at the right time at each stage of production, both in its own factories and in supplier firms. Kanban is the tool used to operate the pull system. Pulling is the ideal state of production: to give the consumer, which can also be understood as the next stage of the production process, what is needed, when needed and in the right amount. Pull in its purest form is a one-piece flow. Since a perfect flow is not feasible, since it is impossible to connect all operations perfectly, the Kanban system is the optimal solution. According to which, as a compromise between ideal one-piece flow and pushing, small stocks of parts are created between operations, the volume of which is constantly monitored. When the consumer takes the required number of units, the stock is replenished. As long as the consumer has not used a certain item, it is in stock and there is no replenishment of the stock. Overproduction does not go beyond the limited number of products on the shelf, and a close relationship is established between consumer requests and production volume.

Since it is only at the assembly site that the moment of need for the part is precisely determined, it is from this site that the container for the required nomenclature is sent to the previous sections. Parts taken from the previous section are re-manufactured and replenished. And so along the entire line, at each section, the necessary parts and materials are “pulled” from the previous section. Thus, there is no need to draw up production schedules for all technological stages simultaneously during the month. Instead, only the assembly department should be aware of any changes to its schedule, and a Kanban system is used to inform all other production departments.

Translated from Japanese, "Kanban" is an accompanying card in a rectangular plastic envelope. Basically, two types of such cards are used: a selection card (Figure 1) and a production order card (Figure 2). The selection card indicates the type and quantity of products that must come from the previous site, the production order card (order card) indicates the type and quantity of products that must be manufactured at the previous technological stage.

Fig 1. Card selection "Kanban"

Fig 2. Kanban order card

Kanban signal cards are used to describe a batch of products coming from, for example, a material warehouse. Signal card "Kanban" is attached to the container with a batch of products. If the parts from the container are taken to the level indicated by the attached card, then the order for their replenishment begins to operate.

There are two types of signal cards: triangular (Figure 3) and rectangular (Figure 4). The classification of the main types of Kanban cards is shown in Figure 5.

Fig 3. Triangular card "Kanban"

Fig 4. Card "Kanban" for the issue of materials

Fig 5. Classification of the main types of Kanban cards

Signal cards signal the renewal of an order. The triangular signal cards are used to order parts, the quadrilateral ones are used to order materials. Signal triangular cards are used in conjunction with the usual quadrangular order cards. In this case, each box with parts is assigned its own order card, and at the same time triangular cards are placed in the cells at the reorder point.

To implement the principle of "just in time" with the help of Kanban cards, you must follow a number of rules.

• Rule 1 The subsequent technological stage should "pull" the necessary products from the previous stage in the required quantity, in the right place and strictly at the set time.
• Rule 2 At the production site, such a quantity of products is produced that is “pulled out” by the next section.
• Rule 3 Defective products should never be sent to downstream production areas.
• Rule 4 The number of Kanban cards should be kept to a minimum.
• Rule 5 Kanban cards should be used to adjust production to small fluctuations in demand.

Kanban Express cards are used when there is a shortage of some part. Although the well-known selection and order cards solve the same problem, the express card is put into effect only under emergency circumstances, such as when it is necessary to complete the rejected units, when machines break down, or the need to temporarily increase production. This type of cards can be designed as selection cards or order cards. Cards are withdrawn immediately after the delivery of the necessary parts.

If two or more transactions are so interconnected that they can be considered as a single technological stage, then there is no need to exchange Kanban cards between them. In such a case, a single Kanban card, which is called end-to-end, is used for these processes. This type of cards can be used on production lines for mechanical processing, where each finished product must be immediately transferred along the conveyor for further processing. In addition, these cards can be used on such production sites like heat treatment, electroplating, painting.

A single pick card can also be used as a production order card if two areas are placed side by side and the same foreman is responsible for both.

Russian implementation examples

At the Akom enterprise (Zhigulevsk, Samara region), the Kanban system was used to manage the production of battery components. Initially, work was undertaken to optimize the movement of material flows through the workshop, standards were developed and volumes for an intermediate warehouse were calculated. It was planned to reduce the volume of the temporary storage warehouse by 3 times, due to the receipt of components in shifts. Ultimately, to completely eliminate intermediate storage by obtaining the necessary components directly from the warehouse. The first task is now solved. In addition to reducing stocks, the movement of orders in production has been streamlined, the queue of which has become easy to manage. Now the solution of the problem of reducing intermediate stocks to zero is in the implementation stage.

At some tire production facilities of the Sibur holding, such as the Yaroslavl Tire Plant and Omskshina, a similar situation is observed. Within the framework of the Lean Production tools implementation programs, the Kanban system is a specific element in the general series. After the introduction of 5C, a system for quick changeover, mapping and optimization of flows, it naturally came to a tool for pulling this flow. In the tire industry, as in many others, the priority of developing a production culture comes from the organization of the workplace and from the use of equipment. This gives a quick effect, and serves as the basis for mastering the more complex principle of “just-in-time delivery”. Here, at the initial stages, Kanban cards perform the functions of visualization and standardization of the formation of a work assignment.

Much more interesting is the implementation at automotive enterprises. Fortunately, there is an analogy with the founder of the Kanban system - Toyota. For example, since 2005, production logistics tools have been operating in the workshop of the main assembly line of the car assembly plant at the UralAZ car plant in the city of Miass, which produces Ural cars. New working specialties were introduced at the enterprise - transporters, who, on yellow carts, bring hardware, parts and other components necessary for the assembly of the Urals to the workplace.

Now the operators no longer need to work the old fashioned way. Each of them, familiar with the fundamental principles of "lean manufacturing", knows that the stock of hardware on his work table should not exceed two hours of assembly time. During this time, eight "Urals" "pass" on the tape. And now the operator will not run to the pantry to replenish the hardware. Everything that is necessary for work will be delivered to him by transporters. Signals about the need for components will be given by Kanban cards. On the assembly line they are blue, in the pantry of hardware they are green.

Each of the cards stores the following information: the number of the workplace, brigade, section, applicability and name of the product, issue zone, number of the cell in the warehouse. Let's say the operator runs out of cardan bolts with fine threads, then he takes the Kanban card and places it in a special cell. This is a signal - hardware is needed. The transporter, whose duty it is to deliver parts to the operators' workplaces, after a certain time makes rounds, collects cards and delivers everything needed without delay. Today, there is not a single dropped bolt on the moving belt. If a product with a defect comes across, the operator will not throw it away, save it and exchange it, because everything is issued on an invoice, with a small safety stock.

In the pantry of hardware of the shop of the main conveyor, in a conspicuous place, graphs of the cost of supplying components to workplaces along four main routes are placed. The first one starts from a nearby pipeline manufacturing site. The second is from pantry hardware and normals. The third is the delivery of products stored in the container of the reference expedition. And the last one is the transportation of products taken from the pantry of the purchasing directorate. And all of the above is under one roof, next to the moving belt of the main conveyor. Convenient and profitable, everything is at hand. Shipping costs are reduced and waiting times are shortened. At first, the action of Kanban cards extended to the workplaces of the first assembly site. In other areas, the so-called container "Kanban" was used. Over time, the cards will be used at all workplaces in the main conveyor shop, including pipeline manufacturing, cabin and road vehicle assembly.

Foremen and foremen note that Kanban cards allow the production process to be carried out without the use of administrative levers. Isn't that a laudable word for "lean manufacturing"?