<p>Kanban, as well known as a practical toolkit of Lean, has become popular over recent years. Many companies are using Kanban to change and improve their own business and production situations. And many Kanban teams have reported successful implementations. However, there is no single best way to implement Kanban. What each Kanban entity does is to experiment.Kanban has been introduced to Åkers Sweden AB since the second half of 2008, when the global economic risk stated sweeping the world. Facing the shrunk demand, Kanban did drag Åkers Sweden out of the recession swamp. At present, Åkers Sweden is still on the implementing process of its updated Kanban philosophy. There are many obstacles need to overcome, a lot of vagueness need to be clarified, a crowd of aspects need to be improved.Facing this dynamic implementing condition, this thesis is expected to yield in a more practical oriented way, in order to deal with the existing problem in Åkers Sweden.In this thesis, description is used as an essential method to reveal different aspects of Kanban and illustrate how Kanban works. The Kanban is described from both partly and holistic ways. It is decomposed into several components, which is described respectively. And the holistic Kanban is mainly reflected on its goal.This detailed description does a preparation for the evaluation and analysis. SWOT analysis is used as the main analysis tool. Since the analysis process is very open, any thoughtful thinking could be involved into the outcomes. And the main purpose of the Kanban analysis is to inspire more re-thinking and realize continuous improvement.</p>

Kanban, as well known as a practical toolkit of Lean, has become popular over recent years. Many companies are using Kanban to change and improve their own business and production situations. And many Kanban teams have reported successful implementations. However, there is no single best way to implement Kanban. What each Kanban entity does is to experiment.Kanban has been introduced to Åkers Sweden AB since the second half of 2008, when the global economic risk stated sweeping the world. Facing the shrunk demand, Kanban did drag Åkers Sweden out of the recession swamp. At present, Åkers Sweden is still on the implementing process of its updated Kanban philosophy. There are many obstacles need to overcome, a lot of vagueness need to be clarified, a crowd of aspects need to be improved.Facing this dynamic implementing condition, this thesis is expected to yield in a more practical oriented way, in order to deal with the existing problem in Åkers Sweden.In this thesis, description is used as an essential method to reveal different aspects of Kanban and illustrate how Kanban works. The Kanban is described from both partly and holistic ways. It is decomposed into several components, which is described respectively. And the holistic Kanban is mainly reflected on its goal.This detailed description does a preparation for the evaluation and analysis. SWOT analysis is used as the main analysis tool. Since the analysis process is very open, any thoughtful thinking could be involved into the outcomes. And the main purpose of the Kanban analysis is to inspire more re-thinking and realize continuous improvement.

Zetterberg's Industri AB believe that capital and lead time will be reduced by implementing Kanban. Therefore, it was an investigation to prove that Kanban is an effective method. In this work a research had to be done to show how the material supply system looks like today and to explore the subframe components to see which components that are interesting from Kanban viewpoint. Previous orders of subframes were investigated. Therefore, it was a list of the various components of the previous orders for the subframe. Annual volume and manufacturing steps were developed over the various components and then you could see which components which were most interesting for Kanban. It was some discussions with the supervisor and the Lean coach for a decision to introduce Kanban for 5 components. A research of capital and inventory turnover was done for the components. The work also included the selection of appropriate storage sites for these five components and then selected the sites that were closest to the subframe. After this investigation, it was an estimate of capital and inventory turnover on a specific date for the new changes and then could an easier comparison between the old and the new material supply system. With the results it was easy to conclude that Kanban method is a better method compared to the old system because it showed that the capital reduction decreased and inventory turnover increased for the 5 components. The lead time will also be reduced when the warehouse staff do not need to be involved in the process. It is only the workers for the manufacturing of the components and the workers for the subframe which needs to be involved in the process. The administrative leadtime will also be reduced. Further analysis can be done in a forthcoming work on more components.

The kanban system is a popular Toyota lean manufacturing tool used to help facilitate material movement between workstations and suppliers. Since the 1950’s, the original kanban system has undergone many different variations due to the advancement of technology and unique company implementation. This report focuses on the development and building of a new variation of the kanban system using lean principles while integrating radio frequency identification (RFID) technology with a fully electronic based kanban card system. This new type of kanban system will be called the RFID E-Kanban in this report. Since the lean philosophy is to reduce non-value added waste to a process, the new prototype kanban system meets four design objectives that are consistent with the principles of lean and the original purpose of the kanban system. The RFID E-Kanban prototype must support the process of continuous improvement The RFID E-Kanban prototype must reduce overall non-value added waste to the material flow process The RFID E-Kanban prototype must be intuitive and simple to use for the operator The RFID E-Kanban prototype control must be decentralized In an applied case study, a RFID E-Kanban prototype was built for a Department of Defense facility involving the movement of chemicals between two locations.

Tese de mestrado integrado. Engenharia Mecânica. Faculdade de Engenharia. Universidade do Porto. 2010

Kanban är en agil metod som härstammar från den japanska Lean-filosofin. Metoden fokuserar på att få ett flöde med så kort ledtid som möjligt. Det ska vara lätt att se flaskhalsar som bildas. Problemen ska sedan lösas innan något nytt arbete påbörjas. Kanban-metoden ska vara enkel och lätt att använda. Syftet med uppsatsen var att ta reda på om Kanban-metoden verkligen är en bra metod att använda sig av för att styra utvecklingsprojekt och om den bidrar till att stödja planering och information. Undersökningen syftade också till att se om det finns några problem och brister med metoden, samt om den behöver kompletteras med delar från andra metoder. Undersökningen genomfördes genom att först samla in teori inom området för att få den kunskap om olika metoder som behövs för att kunna svara på de frågeställningar som undersökningen syftar till att svara på. Empirin samlades in på ett företag som använder sig av Kanban genom intervjuer med tre av de anställda. Kanban kan användas som en projektstyrningsmetod även om det blir en bättre metod om den kompletteras med delar från andra metoder utifrån vad företaget tycker är bra och vad de känner att de behöver. Metoden är ett bra stöd vad gäller planering och information då den visuella Kanban-tavlan gör den tydlig och lättillgänglig för alla på företaget. Det finns en del brister och problem med metoden, varav den största bristen är att det är svårt att ge en exakt leveranstid.

Atlas Copco Tools is a world leading company in tool manufacturing. The productionin Tierp works hard to improve their assembly to maintain its position. This thesis isa part of their improvement efforts to be a more Lean production.The main focus for this thesis was to identify the material flow in the kanban system,which used to supply the assembly groups, focusing on the material flow to assemblygroup 9 and the assembly group 3. Group 3's material flow within the kanban systemwas perceived to perform better than the group 9. The handling of kanban materialand their working methods in the two groups was identify those differences whichaffected the kanban system.As an alternative material supply a study were done in kiting. This study based on theTierpsverkens sister plant in Hungary concept with kiting as a material supply system.This study is very general and can be used as a base for further investigation of kitingas a material supply in Tierpsverken. The main challenges identified in this study are toadapt the warehouse to provide easy and efficient picking of material, which the studyshows are not the current situation of the warehous.Since only a few differences were identified in the assembly groups several suggestionsregarding the group performing the picking of kanban material; the material supplier .The material suppliers currently works with lists that sorts the material ordered afterwarehouse placement. In that way of sorting they lose the priority in terms of pickingthe first ordered material first. A proposal for order priority were given; by manuallyprint lists several times a day, orders are prevented to have longer waiting time thana few hours. The materials suppliers picked several lists at the same time, suggestionswere given to determine the number of pick / delivery by limiting the number of liststo shorten the cycle time.The suggestions of improvement for the material suppliers are also proposed to beintroduced in the SAP system as a long term solution.

Submitted by Eduarda Figueiredo (eduarda.ffigueiredo@ufpe.br) on 2015-03-10T16:09:08Z No. of bitstreams: 2 Dissertação Túlio ABNT - V.23.0 SEM Assinatura.pdf: 1343912 bytes, checksum: 919d8926e0ccfcaf79f2502bb4cf0ae9 (MD5) license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) / Made available in DSpace on 2015-03-10T16:09:08Z (GMT). No. of bitstreams: 2 Dissertação Túlio ABNT - V.23.0 SEM Assinatura.pdf: 1343912 bytes, checksum: 919d8926e0ccfcaf79f2502bb4cf0ae9 (MD5) license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) Previous issue date: 2012 / As embalagens são excelentes exemplos de como é possível caracterizar o produto embalado, e como ele se comporta nos modos de uso que exigem de seus consumidores e usuários. Uma boa embalagem é visualizada, aos olhos do consumidor, como um diferencial atrativo e decisivo em sua compra. Matérias-primas com alto valor agregado são usadas para a confecção da embalagem. Para satisfazer às necessidades do consumidor e concorrer no mercado, os fabricantes investem em tecnologia, design e redução de custos. O importante é estar sempre inovando. Visando acompanhar esse crescimento, foi analisado como as diferentes quantidades de material mantido em estoque, numa empresa industrial produtora de embalagens, devem ser armazenadas de forma a minimizar seus custos de estocagem. Mapas de Fluxo de valor foram usados para visualizar o fluxo de material e informação dentro de uma organização. Kanbans são métodos visuais destinados a informar quando uma atividade ou etapa deve funcionar. Este trabalho é um estudo de caso, em uma indústria de embalagens, sobre a análise e gestão do estoque de matéria-prima, inicialmente identificada como necessário, por uma equipe multidisciplinar, através do mapa de fluxo de valor (MFV). De forma sucessiva o estoque foi dimensionado, visualizado através de cores e controlado por um Kanban Eletrônico. Desta maneira qualquer membro da empresa tem as informações, da matéria-prima, com fácil acesso, podendo assim gerir sua quantidade sem a necessidade de realização de cálculos e presença na área.

The thesis suggests quality management for small organizations and focuses on its implementation, using the DMAIC methodology in accordance with ČSN EN ISO 9001. First, a chosen small organization will be analysed; next, the key processes will be defined and their setting in accordance with ČSN EN ISO 9001 provided.

To improve productivity, it is important that the right product is produced in the right quantity when that product is needed. Kanban is a way to signalise the need for material and its main aspect is that it pulls materials through the processes only when needed. Kanban can therefore help reduce Work In Progress (WIP). Quality Control (QC) at AstraZeneca in Södertälje is tasked with controlling the quality of batch samples from production. Several different analyses need to be performed on a batch and all the analyses should preferably be done at the same time to reduce the levels of ongoing work. The currently used system and working procedures for planning analysis activities at the QC laboratories results in high levels of WIP. The aim of this project was to investigate the possibility to replace the currently used planning system with an electronic Kanban board so that WIP can be limited and a more predictable flow achieved. Observations and discussions have been conducted to understand the current state of the QC process. A literature review has been conducted to form a theoretical framework for concepts such as Just-In-Time and Kanban. A Kanban board has been configured using a software suggested by AstraZeneca for one team. The functionality of the board is presented along with a discussion of how it can be used in their operations. It has been configured so it is possible to prioritise the completion of ongoing batch analyses before new batches are started, making it possible to reduce WIP and achieve a more predictable flow. Tasks are to be prioritised according to a decision tree. Limitations in the construction of the board and challenges with a potential future implementation are discussed. The board has been presented to team leaders and analysts to gain their input. Based on this, some alterations have been suggested. A suggestion for the setup of a pilot test is presented. It is recommended that the board is tested in parallel with the current planning system to evaluate the possibility to implement the board in a larger scale and to further investigate challenges and possibilities with the software. / För att förbättra produktiviteten är det viktigt att rätt produkt produceras i rätt mängd när den behövs. Kanban är ett sätt att signalera behov av material och dess huvudaspekt är att material dras genom processen endast när det behövs. Kanban kan därför minska pågående arbete (WIP). Quality Control (QC) på AstraZeneca i Södertälje har som uppgift att kontrollera kvaliteten på batchprover från produktion. Flera olika analyser måste genomföras på en batch och alla analyser ska helst slutföras samtidigt för att reducera nivåerna av pågående arbete. Det nuvarande systemet och arbetsrutiner för att planera analysaktiviteter på QC laboratorierna resulterar i höga nivåer av WIP. Syftet med detta projekt var att undersöka möjligheten att ersätta det nuvarande planeringssystemet med en elektronisk Kanbantavla så att nivåerna av WIP kan begränsas och ett mer förutsägbart flöde uppnås. Observationer och diskussioner har genomförts för att få en förståelse för nuvarande arbetssätt i QC. En litteraturstudie har genomförts för att bilda ett teoretisk ramverk för koncept som Just-In-Time och Kanban. En Kanbantavla har konfigurerats för ett av lagen i en programvara som föreslagits av AstraZeneca. Tavlans funktionalitet presenteras och det diskuteras hur denna kan användas i deras verksamhet. Den har konfigurerats så att det är möjligt att prioritera att analyserna av pågående batcher slutförs innan nya batcher påbörjas, vilket möjliggör en reduktion av WIP och skapandet av ett mer förutsägbart flöde. Ett beslutsträd ska användas som hjälpmedel för att prioritera arbetsuppgifter rätt. Begränsningar i konstruktionen och utmaningar med en potentiell framtida implementation diskuteras. Tavlan har presenterats för team leaders och analytiker för att erhålla deras input. Baserat på denna har också några ändringar föreslagits. Ett förslag på upplägg för en pilottestning presenteras. Det är rekommenderat att tavlan testas parallellt med nuvarande planeringssystem för att utvärdera möjligheten att implementera den i större skala samt för att vidare undersöka utmaningar och möjligheter med programvaran.