Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process

272 Pages·2003·1.83 MB·English

by  John M. Gross

Kanban
Made Simple
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Kanban
Made Simple
Demystifying and Applying Toyota’s
Legendary Manufacturing Process
John M. Gross
Kenneth R. McInnis
American Management Association
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LibraryofCongressCataloging-in-PublicationData
Gross,JohnM.
Kanbanmadesimple:demystifyingandapplyingToyota’slegendary
manufacturingprocess/JohnM.Gross,KennethR.McInnis.
p. cm.
Includesbibliographicalreferencesandindex.
ISBN0-8144-0763-3
1.Just-in-timesystems. 2.Productioncontrol. 3.Factory
management. I.McInnis,KennethR. II.Title.
TS157.G74 2003
658.5—dc21 2002154533
(cid:2)2003JohnM.GrossandKennethR.McInnis.
Allrightsreserved.
PrintedintheUnitedStatesofAmerica.
Thispublicationmaynotbereproduced,storedinaretrievalsystem,ortransmittedinwhole
orinpart,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,or
otherwise,withoutthepriorwrittenpermissionofAMACOM,adivisionofAmerican
ManagementAssociation,1601Broadway,NewYork,NY10019.
Printingnumber
10 9 8 7 6 5 4 3 2 1
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C
ONTENTS
Preface vii
Chapter1 IntroductiontoKanban 1
Chapter2 FormingYourKanbanTeam 19
Chapter3 ConductDataCollection 32
Chapter4 SizetheKanban 48
Chapter5 DevelopingaKanbanDesign 86
Chapter6 Training 124
Chapter7 InitialStartupandCommonPitfalls 137
Chapter8 AuditingtheKanban 148
Chapter9 ImprovingtheKanban 158
Chapter10 Conclusion 178
Appendixes
AppendixA MRPvs.Kanban 181
AppendixB KanbanSupermarkets 185
AppendixC Two-BinKanbanSystems 189
AppendixD OrganizationalChangesRequiredforKanban 197
AppendixE EOQvs.Kanban 203
AppendixF ImplementationinLargePlants 215
AppendixG Intra-CellKanban 219
v
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vi CONTENTS
AppendixH CaseStudy1:MotorPlant—CastingKanban 223
AppendixI CaseStudy2:RubberExtrusionPlant 233
AppendixJ Acronyms 247
Index 249
About theAuthors 259
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P
REFACE
Wedecidedtowritethisbookwhiletravelingtogetheronabusiness
trip.Returning fromameeting withasupplier whomwe wantedto
place on kanban scheduling, we were discussing how resistant the
supplierhadbeentotheidea.Ourdiscussionmigratedtohowmost
companiesandindividualswereresistantatfirst,butthattheysoon
came on board once they understood the benefits of using kanban.
We discussed how this resistance stemmed from lack of exposure
andthelackofbooksabouthowactuallytodevelopandimplement
kanban scheduling. Twenty miles later we were building what be-
camethefourteen-pageoutline forthisbook.
The Best Way to Read this Book
To get the most out of this book, we recommend reading this book
inthreepasses.
❑
On your first pass, flip through the entire book and look at
all of the chapters, look at its organization, and look at the figures.
Getacquaintedwiththestyleandflow.
❑
On the second pass, read the book chapter by chapter. At
thestartofeachchapter,conductanotherquickreviewofthechap-
ter.Duringthisreview,flipthroughthechapterlookingatthemajor
topics and figures. Finish this review by reading the chapter sum-
mary.
❑
On the final pass, go back to the beginning of the chapter
vii
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viii PREFACE
andreadtheentirechapter.Duringthisfinalpass,lookforthedetail
behind the topics in the chapter summary. Also, make notes and
underline importantinformationinthemargins.
Although this process sounds like it might take forever and
slow down your reading, the opposite is true. The three-pass proc-
ess will not only improve comprehension, but also speed up your
reading.
Acknowledgments
We wish to thank the following people for their support in making
thisbookareality:Sharon Leedevelopedtheauditformspresented
in Chapter 8; Loyd Bailie, Sharon Lee, Charles McInnis, and Ron
Fardellreadthedraftsassanitychecksonourlogic;DeanKropp,of
WashingtonUniversity–St. Louis,providedideasandsupport.
We wish to thank the companies that allowed us to document
theirkanbansuccessesinthecasestudies.Wewouldespeciallylike
to thank GDX Automotive for allowing us not only to document a
casestudy,butalsototakepicturestoillustratesomeofthekanban
designsinChapter5.Theirthree-phasedLeanimplementationpro-
gram, called Common Sense Manufacturing, is making dramatic
stridesinwasteelimination.
We also would like to thank our wives, Karen Gross and Ruth
McInnis, for their support during the writing and editing of the
book. Theirsupport allowed usto write thebook andstill maintain
our hecticprofessionalschedules.
Finally, we wish to thank you for taking the time to read this
book. We hope it gives you the knowledge (and the courage) to
implement kanban scheduling in your operation. We know from
first-hand experience that the improvement in flow, the benefits of
empowering the production operators, and inventory reductions
willamazeyou.
JohnM.Gross
KennethR.McInnis
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Other Works by the Authors
JohnM.Gross,FundamentalsofPreventiveMaintenance,
AMACOM,2002.
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