14-1 JIT and Lean Operations

KANBAN IMPLEMENTATION
AT A
TYRE MANUFACTURING PLANT
Venkatesh KBS
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JIT/LEAN PRODUTION
• Just-in-time (JIT): A highly coordinated
processing system in which goods move
through the system, and services are performed,
just as they are needed,
• JIT   lean production
• JIT  pull (demand) system
• JIT operates with very little “fat”
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KANBAN
• The heart of the JIT system is the Kanban
• Kanban: Card or other device that communicates demand
for work or materials from the preceding station
• Kanban is the Japanese word meaning “signal” or “visible
record”
• Paperless production control system
• Authority to pull, or produce comes
from a downstream process.
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Uses of Kanban system

Reducing inventory
Eliminating stock-outs
Replacing massive computers
Slashing overheads
Improving service and product quality
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Kanban Misconception

It is seen as a pure production method having little or

nothing to do with the surrounding environment

• Kanban focuses on the mathematical complexities of

Kanban or elaborate abstract rules of operating Kanban
with inadequate attention to its practicality and
implacability on the shop floor.

• We aim to keep the above misconceptions to rest by

developing an easy to implement set of operating rules
at a tyre manufacturing plant.
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Kanban implementation
The Kanban system was
implemented at the auto ancillary
unit producing tyres for both 1) OEM & 2) Replacement
market.

Phase Particulars
Induction Model area selection, Training, Design of
Kanban and board
Implementation 5S, SMED, Multi skilling, SPC and
operating rule
Pilot run, Evaluation against set values of
Evaluation
parameters
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Master scheme for Kanban implementation

MASTER SCHEME for Kanban implementation

sep05 oct05 nov05 dec05 jan06
1 2 3 4 1 2 3 4 1 2 3 1 2 3 1 2 3
Selection of model
area
Layout
improvement
Multifunction
workmen training
Reduction of setup
time by SMED
Pilot run
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Induction phase
• Selection of model area:

Extrusion process/area where mixed compounds

from the previous stage are fed and extruded
components are use for tyre building process.

WHY- It has excess capacity and enough space

to accommodate increased WIP and changeovers.
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Induction phase
• Project team formation: 1 industrial engineer, 2
production officers, 1 maintenance engineer, 1
technical officer and operating crew.

• Introductory education and campaign: Group

training & individual training.

• Kick off : Sense of responsibility & recognize the

importance of the task
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Implementation phase
• Introduction of 5S in model area { Housekeeping}
STEP 1: Zone preparation
1.1 prepare zone map
1.2 Identify team for each zone & sub zone
1.3 Arrange awareness training

STEP 2: Kick off

STEP 3: Implement 5S in the model area

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5S
• STEP 3.1:SEIRI ( sorting necessary from unnecessary
items) inventory
3.1.1: Identifying red tag targets
equipment

space
3.1.2: Make and attach red tags
3.1.2: Evaluate and decide the frequency of sorting and
responsibility
• STEP 3.2: SEITON (Systematic arrangement)

3.2.1: Determine and prepare locations

3.2.2: Indicate item names and make orderliness your
habit
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5S
•STEP3.3: SEISO ( Cleanliness)
3.3.1: Prepare cleanliness inspection check list
3.3.2: conduct cleanliness audits
3.3.2: Evaluate and decide frequency & responsibility of
inspection.
• STEP3.4: SEIKETSU ( Standardization)

3.4.1: Prepare and conduct 5 point check for first 3S

3.4.2: Decide frequency of evaluation & responsibility
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5S
• STEP 3.5: SHITSUKE ( Self discipline)
3.5.1: Distribute 5s badges & 5s stickers
3.5.2: Prepare and conduct 5s checklists, 5s photo
exhibits

STEP 4: Evaluation of 5S implementation

STEP 5: Documentation & display 5S results

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Layout improvement & identification
system

EXTRUDER(PRODUCER)
I
C N
O P
N U
S T
U
M
E
R COMPONENT
OPERATOR
BOOKER

EMPTY EXTRUDATE LOADED TECHNICAL COLOURED SCRAPED

TROLLEY TROLLEY HOLD COMPONENTCOMPONENT

TROLLEY
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Implementation phase
• Multifunctional workmen
training:
In sync with Kanban,
workmen were trained on
each other’s job and
rotated at different job
positions
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Reduction of setup time by SMED

• Why SMED
Looks
familiar

To eliminate the wastes that result from

“uncontrolled” processes increasing inventories
and lead times..
To gain control on equipment, material &
inventory.
Apply Control Techniques to Eliminate
Erosion of Improvements.
Standardize Improvements for Maintenance of
Critical Set-up Parameters.
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Steps followed for SMED project

STEP1: Select m/c as a model m/c
STEP2: Form SMED team
STEP3: Conduct training and implement SMED in
Model m/c
STEP3.1: Study the changeover operations
STEP3.2: Classify setup operations in internal, external
setups and waste
STEP3.3: Identify wasteful operations and apply 5S
STEP3.4:Convert internal setup into external internal
setup
STEP 4:Improve internal setup
STEP 5:Improve external setup
STEP6:Develop SOP and evaluate performance
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Implementation phase
• Small lot size run & production smoothing :
One card Kanban system was selected because of its
simplicity in operation and monitoring.
Buffer was held at supplying workstation due to following
reasons:

Number of consuming workstations:17

producers:1
Less transport lead time from producing workstation
Shortage of space at consuming workstation.
Transport mechanism used was leaf trolleys
Ease of monitoring and control.
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IMPLEMENTATION PHASE
• Buffer sizing (number of kanban in the system):
The buffers were designed to accommodate shown
constraints and variables while working on them.
Factors considered for calculation of number of
Kanban
• Breakdowns
• Preventive maintenance
• Absenteeism
• Quality problems
• Product mix & container transport time
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Implementation phase
• Number of kanbans has been calculated as
follows:
• Number of Kanbans:

demand rate*(manufacturing lead time+safety time)

container (leaf trolley) size
Demand rate is the requirement per day for the
next stage process
Manufacturing time = setup time+processing
time+aging time+movetime+container fill time
Safety time is 10% of manufacturing lead time
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Implementation phase
• Signaling mechanism:
Kanban card used
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Priority control using kanban board

KANBAN BOARD
Tread sidewall rim strip
A B C D E F G H I J A B C D E F G H I

Kanban
box
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Implementation phase
• 3 zones –critical, moderate and safe
• Beginning of each of the schedule, operator will
scan the board left to right in the red zone and pick
up the size having minimum number of card and
schedule the size on the machine.
• Similar procedure will be adopted for yellow and
green zone.
• Day to day scheduling will be done using the
extruder board.
• Implementation of SPC and visual control
 Use of kanban board by producer
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&user
• Customer: The number of cards withdrawn from
the board placed in the box will be equal to the
number of trolleys withdrawn from the extruder
storage area. Sequence- green-yellow-red

• Supplier: The number of cards placed on the

kanban board from the box will be equivalent to
the number of loaded trolleys placed in the
extruder storage area. Sequence-red-yellow-green
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Kanban work flow

Flow of work

2 3

• Worker 2 finishes a part, outbound moves

over
• 2 gets another part to work on:
• 2 takes off 1’s green tag giving it back to 1,
and
• puts on her blue tag and moves it into position.
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Kanban
Flow of work

2 3

• When 3 finishes a part,

• Finished parts move over one spot
• He has to have a red tag available to put on,
• He gets a part from 2’s outbound pile,
• And gives the blue back to 2
• 3’s production will be taken by 4, offstage right.
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Kanban

2 3

• 3 finishes a part, adding it to his out pile

• 3 Takes part from 2, giving back blue kanban and

putting his red one on it.
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Kanban

2 3

• Red finishes his part next.

2 3

• But 4 hasn’t freed up any of the red kanbans, so there is

nothing for 3 to work on now.
• 3 could maintain his machine, or see if 4 needs help
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Evaluation phase
• The system was evaluated after three months of running
on pilot basis.
Parameter present level After kanban

WIP inventory 3 shift 2.1 shift

% changes and set up time 14% 10%

Time lost due to materials, absenteeism etc 5% 2.5%

Machine scheduling centralized decentralized

% rejection 6% 3%

Equipment reliability -MTTR 64 min 30min

-MTBF 3281min 4000min
No of size change/shift 8 10
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Conclusion

• A kanban system allows a company to use just in

time production and ordering systems, which
allow them to minimize their inventories while still
satisfying customer demands with improved
services and quality.
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THANK YOU