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1、1996. Kanban-an Integrated JIT System1-0 INTRODUCTIONJapanese are good at manufacturing. Just ask any global producers of automobiles, copiers, or personal electronics what happened in the 1980s. They will probably tell you how the Japanese captured a large share of the global-market by creating wor
2、ld-class standards in design, materials, and management. What is often overlooked is the attempt to understand how the Japanese industry succeeds at the services that support the manufacturing process (Krajewski et al, 1987: 40). Within the production field, the Kanban process is the most significan
3、t of these services. The concept of time-based management is nothing new for managers outside of Japan and has been in practice for many years. However, the Kanban process involves more than just in time deliveries and inventory control. Briggs (1993: 29) notes that Kanban process components are the
4、 most exportable of Japanese techniques, but the complete process itself has not yet been successfully adopted outside Japan. 1-1 THE ORGANIZATION OF THIS REPORT This report will focus on the interlinked components and features which constitute the Japanese Kanban process of time-based management. I
5、n addition, it will examine the potential for the successful implementation of the process into Australian manufacturing firms. Experience from the adoption of Kanban theories in North American manufacturers will serve as the foundation on which the Australian case is built upon. 2-0 THE JAPANESE KA
6、NBAN PROCESS- MORE THAN INTERNAL JUST IN TIME PRODUCTION TECHNIQUES Most Japanese manufacturing companies view the making of a product as continuous-from design, manufacture, and distribution to sales and customer service. For many Japanese companies the heart of this process is the Kanban, a Japane
7、se term for visual record, which directly or indirectly drives much of the manufacturing organization. It was originally developed at Toyota in the 1950s as a way of managing material flow on the assembly line (Perelman, 1994: 85). Over the past three decades the Kanban process, which Bernstein (198
8、4: 48) identifies as a highly efficient and effective factory production system, has developed into an optimum manufacturing environment leading to global competitiveness. The Japanese Kanban process of production is sometimes incorrectly described as a simple just-in-time management technique, a co
9、ncept which attempts to maintain minimum inventory. The Japanese Kanban process involves more than fine tuning production and supplier scheduling systems, where inventories are minimized by supplying these when needed in production and work in progress in closely monitored. It also encourages; Indus
10、trial re-engineering, such as a module and cellular production system, and, Japanese human resources management, where team members are responsible for specific work elements and employees are encouraged to effectively participate in continuously improving Kanban processes within the Kaizen concept
11、(Stainer, 1995: 11). 2-1 THE KANBAN The Japanese refer to Kanban as a simple parts-movement system that depends on cards and boxes/containers to take parts from one work station to another on a production line. Kanban stands for Kan- card, Ban- signal. The essence of the Kanban concept is that a sup
12、plier or the warehouse should only deliver components to the production line as and when they are needed, so that there is no storage in the production area. Within this system, workstations located along production lines only produce/deliver desired components when they receive a card and an empty
13、container, indicating that more parts will be needed in production. In case of line interruptions, each work-station will only produce enough components to fill the container and then stop (Roos, 1992: 112). In addition, Kanban limits the amount of inventory in the process by acting as an authorizat
14、ion to produce more inventory. Since Kanban is a chain process in which orders flow from one process to another, the production or delivery of components are pulled to the production line. In contrast to the traditional forecast oriented method where parts are pushed to the line (Roos, 1992: 113). T
15、he Kanban method described here appears to be very simple. However, this visual record procedure is only a sub-process in the Japanese Kanban management system. 2-1-1 SIMPLE VERSUS INTEGRATED KANBAN PROCESSESThe Kanban process utilizes two different kinds of cards - transport Kanban and production K
16、anban. Both of the cards do not have to be used simultaneously in a production process. The transport Kanban contains information from where the part/component originated and its destination. When only this card is used, it is known as a simple Kanban process. In this system components are ordered and produced according to a daily schedule. Roos (1992: 113) describes this system as ordering a box when it is the only one left on line. The producti
