The Kanban System

TheKanban System

InstitutionAffiliation

TheKanban System

Asnoted by the writer in the previous essay, the Kanban system is alogistic-controlling scheduling system meant for lean andjust-in-time production. In addition, it is also used for inventorycontrol. This system was first implemented in 1953 in Toyota underthe guidance of Taichi Ohno, an engineer in the firm. Its main aimwas to maintain high-quality production. As the writer noted from anarticle done by Kumar &amp Panneerselvam, (2007), the main aim ofdeveloping this system was to promote improvement in production. Thistool has proceeded to become one of the company’s effectivestrategies for supporting the running of production systems in aholistic manner. The writer also appreciates that the system utilizesmulti-stage production and inventory control techniques. As thewriter noted, one reason behind the development of this system wasthe shortage of inventory space due to large-scale production. Thecompany has to come up with a system that would utilize the limitedstorage space, by working with smaller lots of commodities.

However,what the writer failed to mention is that the system’s mainbenefit is establishing upper limits for the work in progressinventory, which helps to avoid overloads when it comes to the firm’smanufacturing system. The author also failed to compare the systemwith other systems with similar applications such as the CONWIP. TheConstantWork In Progresssystem is a push-and-pull production system that has two dimensions.During the push process, materials and pushed inside a productionunit following a scheduled system of production that observes timeutility.

Duringthe pull phase, the finished products are pulled out of the system asnew materials are pushed in for the production of a new unit. Thedifference between these two systems is that CONWIP is a form of asingle stage Kanban system making it a hybrid system. The maindifference between these two systems is that whereas the Kanbansystem maintains a tighter control of system WIP by using thedifferent cards at every station, the CONWIP system is much easier inits implementation and adjustment because only a single system set ofcards is used to manage the WI part of the system. Therefore, it usesthe cards to control the WIPs number whereby no part is allowed inthe system without the authorization using the card. After a finishedproduction it is pulled out of the system, the card is taken back tothe first station where raw materials are pushed in for theproduction of another unit, something that does not happen with theKanban system because of its use of multiple cards. This allows theKanban system to have a slight advantage because of the time utilitythe multiple cards allow the system to produce more units with highcapacity utilization while at the same time reducing the time forproduction and inventory. CONWIP achieves a lower work-in-progresslevel than the Kanban system (Takahashi &amp Hirotani, 2005,p.25-40).

Asnoted by the writer, the Kanban system has improved the productioncapacity of Toyota, a company that enjoys sales of more productionunits than any other automobile manufacturer because of theirspecialization in the lower market niche. Due to the high productionof units and high demand, the company had to come up with systemsthat would reduce wastage, utilize the limited space and at the sametime maximize production and revenue.

References

Kumar,C. S., &amp Panneerselvam, R. (2007). Literature review ofJIT-KANBAN system. The International Journal of AdvancedManufacturing Technology, 32(3-4), 393-408.

Takahashi,K., &amp Hirotani, D. (2005). Comparing CONWIP, synchronized CONWIP,and Kanban in complex supply chains. International journal ofproduction Economics, 93, 25-40.

The Kanban System

TheKanban System

InstitutionAffiliation

TheKanban System

Asnoted by the writer in the previous essay, the Kanban system is alogistic-controlling scheduling system meant for lean andjust-in-time production. In addition, it is also used for inventorycontrol. This system was first implemented in 1953 in Toyota underthe guidance of Taichi Ohno, an engineer in the firm. Its main aimwas to maintain high-quality production. As the writer noted from anarticle done by Kumar &amp Panneerselvam, (2007), the main aim ofdeveloping this system was to promote improvement in production. Thistool has proceeded to become one of the company’s effectivestrategies for supporting the running of production systems in aholistic manner. The writer also appreciates that the system utilizesmulti-stage production and inventory control techniques. As thewriter noted, one reason behind the development of this system wasthe shortage of inventory space due to large-scale production. Thecompany has to come up with a system that would utilize the limitedstorage space, by working with smaller lots of commodities.

However,what the writer failed to mention is that the system’s mainbenefit is establishing upper limits for the work in progressinventory, which helps to avoid overloads when it comes to the firm’smanufacturing system. The author also failed to compare the systemwith other systems with similar applications such as the CONWIP. TheConstantWork In Progresssystem is a push-and-pull production system that has two dimensions.During the push process, materials and pushed inside a productionunit following a scheduled system of production that observes timeutility.

Duringthe pull phase, the finished products are pulled out of the system asnew materials are pushed in for the production of a new unit. Thedifference between these two systems is that CONWIP is a form of asingle stage Kanban system making it a hybrid system. The maindifference between these two systems is that whereas the Kanbansystem maintains a tighter control of system WIP by using thedifferent cards at every station, the CONWIP system is much easier inits implementation and adjustment because only a single system set ofcards is used to manage the WI part of the system. Therefore, it usesthe cards to control the WIPs number whereby no part is allowed inthe system without the authorization using the card. After a finishedproduction it is pulled out of the system, the card is taken back tothe first station where raw materials are pushed in for theproduction of another unit, something that does not happen with theKanban system because of its use of multiple cards. This allows theKanban system to have a slight advantage because of the time utilitythe multiple cards allow the system to produce more units with highcapacity utilization while at the same time reducing the time forproduction and inventory. CONWIP achieves a lower work-in-progresslevel than the Kanban system (Takahashi &amp Hirotani, 2005,p.25-40).

Asnoted by the writer, the Kanban system has improved the productioncapacity of Toyota, a company that enjoys sales of more productionunits than any other automobile manufacturer because of theirspecialization in the lower market niche. Due to the high productionof units and high demand, the company had to come up with systemsthat would reduce wastage, utilize the limited space and at the sametime maximize production and revenue.

References

Kumar,C. S., &amp Panneerselvam, R. (2007). Literature review ofJIT-KANBAN system. The International Journal of AdvancedManufacturing Technology, 32(3-4), 393-408.

Takahashi,K., &amp Hirotani, D. (2005). Comparing CONWIP, synchronized CONWIP,and Kanban in complex supply chains. International journal ofproduction Economics, 93, 25-40.