Table of Contents


 

 
kanban made simple: demystifying and applying toyota's legendary manufacturing process
Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process
byJohn M. GrossandKenneth R. McInnis ISBN:0814407633
AMACOM 2003 (259 pages)

Using Toyota as an example, this is a step-by-step guide to incorporating the ingenuity of the kanban system into any manufacturing environment.

Table of Contents
Kanban Made Simple”Demystifying and Applying Toyota's Legendary Manufacturing Process
Preface
Chapter 1 - Introduction to Kanban
Chapter 2 - Forming Your Kanban Team
Chapter 3 - Conduct Data Collection
Chapter 4 - Size the Kanban
Chapter 5 - Developing a Kanban Design
Chapter 6 - Training
Chapter 7 - Initial Startup and Common Pitfalls
Chapter 8 - Auditing the Kanban
Chapter 9 - Improving the Kanban
Chapter 10 - Conclusion
Appendix A - MRP vs. Kanban
Appendix B - Kanban Supermarkets
Appendix C - Two-Bin Kanban Systems
Appendix D - Organizational Changes Required for Kanban
Appendix E - EOQ vs. Kanban
Appendix F - Implementation in Large Plants
Appendix G - Intra-Cell Kanban
Appendix H - Case Study 1: Motor Plant”Casting Kanban
Appendix I - Case Study 2: Rubber Extrusion Plant
Appendix J - Abbreviations and Acronyms
Index
List of Figures
List of Tables


Originally developed at Toyota, the manufacturing process known as kanban has helped revolutionize how corporations and suppliers achieve maximum efficiency in getting products to and from the assembly line. Kanban adds a new dimension to just-in-time manufacturing by keeping your production line liquid at all times.

Kanban can be translated from the Japanese as signboard or card signal, which refers to a system of visual cues in the production process. These cues ensure that parts are delivered to the manufacturing floor only as they are needed, reducing both parts and storage and finished inventory in the production area. When implemented properly, the kanban technique minimizes waste, prevents overproduction, and ensures quick response to changes and problems.

Kanban Made Simple is a step-by-step guide to incorporating the ingenuity of the kanban system into any manufacturing environment. Using before-and-after case studies, this easy-to-follow guide shows you how to establish project goals, form a kanban team, and design the process from start to finish.

About the Authors

John M. Gross is the author of The Fundamentals of Preventive Maintenance (Amacom 2002). He has held various engineering and business management positions in the food and automotive industries, and is a licensed professional engineer, Six Sigma Blackbelt, ASQ Certified Quality Engineer, and AFE Certified Plant Engineer.

Kenneth R. McInnis has held positions in materials and logistics, production management, and business unit management in the apparel, automotive, and food industries. He is a Six Sigma Greenbelt.

Both authors write extensively on the subject of productivity, and have been published internationally in trade magazines.



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

John M. Gross

Kenneth R. McInnis

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Library of Congress Cataloging-in-Publication Data

 Gross, John M.
Kanban made simple : demystifying and applying Toyota's legendary
manufacturing process / John M. Gross, Kenneth R. McInnis.
p.  cm.
Includes bibliographical references and index. 

ISBN 0-8144-0763-3

1. Just-in-time systems. 2. Production control. 3. Factory management. I. McInnis, Kenneth R. II. Title.

TS157.G74 2003

658.5 ”dc21 2002154533

Copyright 2003 John M. Gross and Kenneth R. McInnis.

All rights reserved.

Printed in the United States of America.

This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise , without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.

Printing number

10 9 8 7 6 5 4 3 2 1

ABOUT THE AUTHORS

John Gross attended Washington University of St. Louis on a U.S. Air Force ROTC scholarship. Upon graduation with an electrical engineering degree, he entered the U.S. Air Force as a project manager.

Upon leaving the U.S. Air Force, he entered private industry. In his civilian career, he has been a plant engineer, engineering manager, business unit manager, and corporate engineer in both the food and automotive industries.

In addition to this book, Mr. Gross has also written The Fundamentals of Preventive Maintenance (AMACOM 2002), and has been published internationally in various trade magazines on the subject of productivity. He holds a master of administration degree from Central Michigan University. He is a licensed professional engineer, a Six-Sigma Blackbelt, and an ASQ Certified Quality Engineer.

Ken McInnis has held various management positions in the apparel, automotive, and food industries. He has worked in materials and logistics, in production management, and as a business unit manager.

Mr. McInnis has been published internationally in various trade magazines on the subject of productivity. He holds a bachelor of science degree in business from Kansas University, and an MBA in manufacturing and operations from Washington University in St. Louis. He is also a Six-Sigma Greenbelt.