From Kanban to E-Kanban.

Cost Reduction via Process Consistency.

Everyone is familiar with Darwin’s principle of the techniques. An example of this would be the
“Survival of the Fittest”. However, today’s business implementation of a Kanban system within a “push”
world would probably consider the concept of environment.
“Survival of the Quickest” to be more appropriate. By
Bestandteile/Informationen
Elements/data contained in einer
a Kanban
Kanban-Karte
card
-
implication, one of the keys to a company
Arbeitsplatz
Work place Sachnummer
Identity number
maintaining its competitive edge is to accelerate its
supply chain. Haltestelle
Hold point Barcode

Theories on creating leaner production processes

Stellplatz
LB- location

have been discussed more than enough in recent

years. Consequently, it might reasonably be Kartennummer
Card number Kartenzahl
Quantity
cards
of Container
Behältertyp
type
Füllmenge
Content quantity

assumed that, in the meantime, objectives such as
low inventory levels, short throughput times or high
standards of flexibility should have become the norm.
Outside the board rooms, however, the reality to be
confronted in many production facilities is all too
often an entirely different one:
Cluttered transport routes, overflowing finished-
goods stores, immense quantities of WIP, un-
scheduled machine downtimes. Add to this the
recurring complaint about delivery
Everyday reality is far removed from what appears to
be so obvious in theory. Are all those concepts such
as TQM, Kaizen or Teamwork wrong, inaccurate or
simply not applicable to the production environment?
Or could it be that the problems have more to do with
poor implementation?
A common supply chain problem in manufacturing
industry today is the breakdown in information flow
the moment an order is transferred to the in-house
production facility. The customer agent is not
informed about whether the order was completed on
time, too early or too late – if at all, too often, this
information comes via a customer complaint.
In such situations it is necessary to streamline
business processes, in particular, to reduce lead
times through the application of detailed flow
© Inova Management; In Brief No. 201
Kostenstelle
Cost centre Bild
Illustration Benennung
Designation
The application of Kanban permits the maintenance
of low stock levels while simultaneously improving
the capability to deliver. Material is requisitioned
“just in time“ by, and on behalf of, the subsequent
downstream manufacturing station from the
immediate upstream unit using a Kanban card.
When introducing Kanban, certain rules have to be
problems. observed to ensure a smooth and uninterrupted
production sequence.
ƒ The trigger for replenishment is always made
by the next downstream process.
ƒ Demand orientation applies along the entire
logistics chain.
ƒ The downstream process meets the require-
ments of the upstream process.
ƒ Components are always stored and trans-
ported in standardised containers.
ƒ Without the presence of the Kanban card, no
manufacturing or transport operation can take
place.
ƒ The number of Kanban cards may not be
changed without prior approval.
In addition to these fundamental rules, Kanban
represents a cultural change in the way activity is

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triggered within an organisation. The system can only
be realised if all employees/staff are properly
engaged in the implementation process. Early
integration of employees is essential if the application
is to be successful.
Internet/broadband, companies complete the migra-
tion from Kanban to E-Kanban.
If you need additional information or are interested in
pragmatic implementation concepts, please contact
us.

E-Kanban

ISDN
ISDN ISDN
ISDN
ISDN

Eingangslager
Good inwards store Intermediate
Zwischenlagerstore Ausgangslager
Goods outwareds store

Kanban

Today, the manual circulation of the Kanban card to

trigger material requirements, as shown in the
diagram above, is more frequently replaced by
alternative methods. Typical examples are:

ƒ Use of sensors in straight-through shelving that

trigger a signal when the following container
moves up.
ƒ Touch screens that are operated by workers,
particularly to requisition follow-up supplies of
components that are not stored at the
processing station.
ƒ The use of weight-dependent sensors in
conjunction with large containers to regulate
supplies.
By employing and linking to internal and external IT
systems using infrared/wireless transmission, plus
© Inova Management; In Brief No. 201

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