Kanban, production control and process improvement

KANBAN is defined as "A highly effective and efficient production system".

KANBAN means in Japanese: 'instruction label'. Its main function is to be a work order, that is, an automatic steering device that gives us information about what is going to be produced, in what quantity, by what means and how to transport it.

KANBAN has two main functions: production control and process improvement. By production control we mean the integration of the different processes and the development of a JIT system. The function of continuous improvement of the processes is understood by the facilitation of improvement in the different activities, as well as the elimination of waste, reduction of set-up, organization of the work area, preventive and productive maintenance, etc.

KANBAN focuses on (in production):

• Be able to start any standard operation at any time Give instructions based on current work area conditions Prevent unnecessary work from being added to orders already started and prevent unnecessary excess paperwork.

And in the movement of materials.

• Elimination of overproduction Production priority, the most important KANBAN is put first than the others Material control is facilitated.

NOTE: *** KANBAN can only be applied in factories that involve repetitive production.

Before implementing KANBAN it is necessary to develop a "labeled / mixed production schedule" to smooth the material flow (this should be practiced on the final assembly line). It will not work if there is a very large fluctuation between the integration of the processes. Disorder will be created and systems to reduce set-ups and small batches will have to be implemented, as well as using quality tools to introduce KANBAN.

KANBAN is implemented in four phases:

Phase 1: Train all staff in the principles of KANBAN, and the benefits of using it.

Phase 2: Implement KANBAN in those components with the most problems to facilitate their manufacture and to highlight hidden problems. Training with staff continues on the production line.

Phase 3: Implement KANBAN in the rest of the components, this should not be a problem since for this the operators have already seen the advantages of KANBAN, all the opinions of the operators must be taken into account since they are the ones who know best the system. It is important to inform them when work will be carried out in their area.

Phase 4: This phase consists of the review of the KANBAN system, the reorder points and the reorder levels, it is important to take into account the following recommendations for the correct operation of KANBAN:

1. No work should be done out of sequence. If any problems are found notify the supervisor immediately.

KANBAN Rules:

• Rule 1: DO NOT SEND DEFECTIVE PRODUCT TO SUBSEQUENT PROCESSES Rule 2: SUBSEQUENT PROCESSES WILL REQUIRE ONLY WHAT IS NECESSARY Rule 3: PRODUCE ONLY THE EXACT QUANTITY REQUIRED BY THE SUBSEQUENT PROCESS Rule 4: BALANCE SUBSEQUENT PROCESS Rule 4: BALANCE: KANBAN IS A MEANS TO AVOID SPECULATIONS. Rule 6: STABILIZE AND RATIONALIZE THE PROCESSES.

Information required on a KANBAN label.

1. Component part number and description Product name / number Quantity required Type of material handling required Where it should be stored when completed Reorder point Product assembly / production sequence

Advantages of using JIT and KANBAN systems.

1. Reduction of inventory levels Reduction of WIP (Work In Process) Reduction of downtime Flexibility in the scheduling of production and production itself Breaking administrative barriers (BAB) are filed by KANBAN Work in equipment, quality circles and autonomy (worker's decision to stop the line) Cleaning and maintenance (housekeeping) Provides fast and accurate information Prevents overproduction Minimizes waste

INTRODUCTION

Currently, if a company is not flexible enough to adapt to market changes, it could be said that that company will be out of competition in a very short time.

What is being flexible? According to its literal definition it is "That it can be bent easily, that it accommodates itself to the direction of another", this applied to manufacturing would translate, "that it accommodates itself to the needs and demand of the client", both of design, quality and delivery.

One of the most common problems with regard to production planning is to produce what is necessary in the necessary time, without surpluses or shortages, to achieve this you need a plan, a flexible plan, a plan made to be modified, a plan that can be quickly modified.

A production plan is influenced both externally and internally. Market conditions are constantly changing. To respond to these changes, instructions must be constantly given to the work area. Since we want to produce in a Just-in-Time system, work instructions must be given consistently at varying time intervals. The most important information in the work area how much we should produce of which product at that time, the instructions can be given as they are needed.

Since it is not convenient to make very large production orders trying to prevent market demand since we can stay short or long of product, as well as it is not convenient to make unit orders, the most convenient is to order small batches, this is the fundamental concept.

It is very important that workers know what they are producing, what characteristics it has, as well as what they are going to produce next and what characteristics it will have.

Many Japanese manufacturing companies viewed the assembly of a product as continuing from Design-Manufacturing-Distribution to Sales-Customer Service. For many companies in Japan the heart of this aforementioned process is the Kanban, which directly or indirectly manages much of the manufacturing organization. It was originally developed by Toyota in the 1950s as a way of managing the flow of materials on an assembly line. Over the past three decades, the Kanban process that is defined as "A highly effective and efficient production system" has developed an environment of optimal manufacturing wrapped in global competitiveness.

What is KANBAN

The association of KANBAN = JIT or KANBAN = INVENTORY CONTROL is very common, this is not true, but if it is related to these terms, KANBAN will work effectively in combination with other JIT elements, such as production scheduling through labels, good organization of the work area and production flow.

KANBAN is a tool based on the way supermarkets work. KANBAN is Japanese for "instruction label."

The KANBAN tag contains information that serves as a work order, this is its main function, in other words it is an automatic direction device that gives us information about what is going to be produced, in what quantity, by what means, and how to transport it..

KANBAN Features

There are two main functions of KANBAN: Control of production and improvement of processes.

By production control is understood the integration of the different processes and the development of a JIT system in which the materials will arrive in the time and quantity required in the different stages of the factory and if possible including the suppliers.

By the function of process improvement is understood the facilitation of improvement in the different activities of the company through the use of KANBAN, this is done through engineering techniques (elimination of waste, organization of the work area, reduction of set-up, machinery utilization vs. demand-based utilization, multiprocess management, poka-yoke, error-proof mechanisms, preventive maintenance, total productive maintenance, etc.), reduction of inventory levels.

Basically KANBAN will serve us for the following:

1. Be able to start any standard operation at any time Give instructions based on current work area conditions Prevent unnecessary work from being added to orders already started and prevent unnecessary excess paperwork.

Another function of KANBAN is that of material movement, the KANBAN label must be moved together with the material, if this is carried out correctly the following points will be achieved:

1. Elimination of overproduction Production priority, the KANBAN with more importance is put first than others Material control is facilitated.

Implementing KANBAN

It is important that the personnel in charge of production, production control and purchases understand how a KANBAN (JIT) system will facilitate their work and improve their efficiency by reducing direct supervision.

Basically the KANBAN systems can only be applied in factories that involve repetitive production.

Before implementing KANBAN, it is necessary to develop a “labeled / mixed production schedule” to smooth the current flow of material, this should be practiced in the final assembly line, if there is a very large fluctuation in the integration of the KANBAN processes it will not work Otherwise, a disorder will be created, systems will also have to be implemented to reduce setups, produce small batches, jidoka, visual control, poka-yoke, preventive maintenance, etc. all of this is a prerequisite for the KANBAN introduction.

The following considerations should also be taken into account before implementing KANBAN:

1. Determine a production scheduling system for final assemblies to develop a mixed production and labeling system.A KANBAN route must be established that reflects the flow of materials, this implies designating places so that there is no confusion in the handling of materials, should make it obvious when the material is out of place. The use of KANBAN is linked to small batch production systems. It should be taken into account that those items of special value should be treated differently. 5- Good communication should be had from the sales department to production for those seasonal cyclical items that require a lot of production, so that notice is given well in advance. 6- The KANBAN system must be constantly updated and continuously improved.

KANBAN IMPLEMENTATION IN FOUR PHASES

Phase 1. Train all staff in the principles of KANBAN, and the benefits of using KANBAN

Phase 2. Implement KANBAN in those components with the most problems to facilitate their manufacture and to highlight hidden problems. Training with staff continues on the production line.

Phase 3. Implement KANBAN in the rest of the components, this should not be a problem since for this the operators have already seen the advantages of KANBAN, all the opinions of the operators must be taken into account since they are the ones who know best the system. It is important to inform them when work will be carried out in their area.

Phase 4. This phase consists of the review of the KANBAN system, the reorder points and the reorder levels, it is important to take into account the following recommendations for the correct operation of KANBAN:

1. No work should be done out of sequence If any problem is found notify supervisor immediately

KANBAN RULES

Rule 1: DO NOT SEND DEFECTIVE PRODUCT TO SUBSEQUENT PROCESSES

The production of defective products involves costs such as investment in materials, equipment and labor that will not be able to be sold. This is the biggest waste of all. If a defect is found, steps must be taken first of all to prevent it from happening again.

Observations for the first rule:

• The process that has produced a defective product, you can discover it immediately. The problem discovered must be disclosed to all the personnel involved, recurrence must not be allowed.

Rule 2: SUBSEQUENT PROCESSES WILL REQUIRE ONLY WHAT IS NECESSARY.

This means that the subsequent process will request the material it needs from the previous process, in the necessary quantity and at the right time. A loss is created if the previous process supplies parts and materials to the subsequent process when it does not need them or in a greater quantity than it needs. The loss can be very varied, including loss due to excess overtime, loss of excess inventory, and loss of investment in new plants without knowing that the existing one has sufficient capacity. The worst loss occurs when the processes cannot produce what is necessary when they are producing what is not necessary.

To eliminate this type of errors, this second rule is used. If we assume that the previous process will not supply the subsequent process with defective products, and that this process will have the ability to find its own errors, then there is no need to obtain this information from other sources, the process can supply good materials.. However, the process will not have the capacity to determine the necessary quantity and the appropriate moment in which subsequent processes will need material, so this information will have to be obtained from another source. In such a way that we will change the way of thinking in which "the subsequent processes will be supplied" to "the subsequent processes will ask the previous processes for the necessary amount and at the right time."

This mechanism should be used from the last process to the initial one, in other words from the last process to the initial one.

There are a series of steps that ensure that subsequent processes will not arbitrarily pull or require the previous process:

1. No material should be required without a KANBAN card. Items that are required should not exceed the number of KANBANs allowed. A KANBAN tag must always accompany each item.

Rule 3. PRODUCE ONLY THE EXACT QUANTITY REQUIRED BY THE SUBSEQUENT PROCESS.

This rule was made with the condition that the same process must restrict its inventory to a minimum, for this the following observations must be taken into account:

1. Do not produce more than the number of KANBANES. Produce in the sequence in which the KANBANES are received.

Rule 4. BALANCE THE PRODUCTION

In such a way that we can produce only the necessary quantity required by subsequent processes, it is necessary for all processes to maintain the team and workers in such a way that they can produce materials at the necessary time and in the necessary quantity. In this case, if the subsequent process requests material in an incontinuous way with respect to time and quantity, the previous process will require excess personnel and machines to satisfy that need. At this point the fourth rule emphasizes, production must be balanced or equalized.

Rule 5. KANBAN IS A MEANS TO AVOID SPECULATION

So for the workers, KANBAN becomes their source of information for production and transportation and since the workers will depend on KANBAN to carry out their work, the balance of the production system becomes of great importance.

It is not worth speculating on whether the subsequent process will need more material the next time, neither, the subsequent process can ask the previous process if it could start the next batch a little earlier, neither of them can send information to the other, only the one that is contained in KANBAN cards. It is very important that production is well balanced.

Rule 6. STABILIZE AND RATIONALIZE THE PROCESS.

Defective work exists if the work is not standardized and rationalized, if this is not taken into account, defective parts will continue to exist.

TYPES OF KANBAN AND THEIR USES

These vary according to your need:

PRODUCTION KANBAN:

This type of KANBAN is used in assembly lines and other areas where the set-up time is close to zero. When the labels cannot be attached to the material, for example, if the material is being heat treated, they must be hung near the treatment site according to the sequence within the process.

MARKER KANBAN / MATERIAL KANBAN:

This type of label is used in areas such as presses, infection molding and die casting. The marking KANBAN label is placed in certain positions in the storage areas, and by specifying the batch production, the KANBAN marking label will function in the same way as a production KANBAN.

INFORMATION NEEDED ON A KANBAN LABEL

The information on the KANBAN label should be such that it should meet both the manufacturing and material supplier needs. The necessary information in KANBAN would be the following:

1. Component part number and its description Product name / number Quantity required Type of material handling required Where it should be stored when finished Reorder point Product assembly / production sequence

HOW KANBANS CIRCULATE

(TOYOTA case)

1. When the parts needed on the assembly line are to be used first, a transport KANBAN is picked up and placed in a specific position. A worker carries this KANBAN to the pre-process to obtain processed parts. Removes a production KANBAN from a pallet of processed parts and places it in a preset position. The transport Kanban is placed on the pallet and the pallet is transported to the línea.El Kanbanwork in process or production KANBAN removed from the pallet in the previous process, it serves as an order card and work instruction that promotes the processing of semi-processed parts supplied from the previous process.When this occurs, the corresponding production card from the previous process the previous one is removed from a pallet of semi- finished parts and replaced by a transport KANBAN.

With this system, only plan changes need to be indicated at the end of the assembly line. This system has the added benefit of simplifying bureaucracy, when production is executed passing instructions to each process, some of these can be delayed, or speculative production can generate unnecessary inventories. The KANBAN system prevents this waste.

The production system tries to minimize the inventories of work in progress as well as the stocks of finished products. For this reason, it requires a production in small batches, with numerous deliveries and frequent transports. Conventional process control transfer and work instruction cards are not used. Instead, the times and places of deliveries are specified in detail. The system is established as follows:

• Deliveries are made several times a day Physical delivery points are specified in detail to avoid placing parts in stock and having to remove them later to transfer them to the line Space available for placing parts is limited to make it impossible to accumulate excess of stocks.

The movement of the KANBANS regulates the movement of the products. At the same time, the number of KANBANES restricts the number of products in circulation.

THE KANBAN MUST ALWAYS MOVE WITH THE PRODUCTS.

ADVANTAGES OF USING JIT AND KANBAN SYSTEMS

1. Reduction in inventory levels Reduction in WIP (Work in Process) Reduction of downtime Flexibility in the scheduling of production and production itself Breaking administrative barriers (BAB) are filed by Kanban Teamwork, Quality and Autonomy Circles (worker's decision to stop the line) Cleaning and Maintenance (Housekeeping) Provides fast and accurate information Avoid overproduction Minimizes Waste

A KANBAN system promotes improvements in two aspects:

• The KANBAN makes abnormal situations patent when they are caused by machine breakdowns and product defects. A gradual reduction in the number of KANBANES leads to reductions in STOCK, which ends the role of STOCK as a buffer against the instabilities of the production. This uncovers under-trained and anomalous processes, and makes it easier to discover areas that require improvement. Overall efficiency is increased by concentrating on weak elements (Theory of Constraints).

One of the functions of KANBAN is to transmit the information to the previous process to know what the needs of the current process are. If there are many KANBANES, the information is no longer as effective, if there are many KANBANES it is not known which parts are really needed at that moment.

Reducing the number of KANBANES reduces the number of SET-UPS. The fewer KANBANES there are, the better the sensitivity of the system.

CASES AND RELEVANT ARTICLES TO THE TOPIC

KANBAN TO KANBRAIN

By Lewis J. Perelman.

Kanban transformed doing and marketing into products, the new "Kanbrain" system is very promising in how businesses are organized and conducted. One result is: incorporating classrooms with departments, as well as recruiting on campus, to avoid obsolescence.

Your reengineering project is falling apart? Do not get surprised. Even James Champy and Michael Hammer, the authors of the best seller "Reengineering the Corporation," confessed that three-quarters of the reengineering-backed corporation failed to do everything properly.

"The false correlation of learning with training or education is one of the most common and costly mistakes of the corporation that are handled today"; says John Seely Brown, Vice President of the Xerox Corp.

"The difficulty of taking people to see how they learn is really hard"; Robert Clegg, Vice President The Charles Schwab Corp.

Schwab introduced a computer called SPARKS, for Clegg through Lybrand consultants, who gave the idea of ​​learning and tabulating with SPARK for 21st century business.

A graph was put on a Unix server, which makes SPARKS mapping a complex business process almost as easy to use as Windows. Clegg told them what was happening when the Schwab Manager saw SPARKS, gender and displayed characters without error that his department was causing a bottleneck in customer service. SPARKS revealed that workers would put or turn off processing for checks that they thought were of lower priority until the end of the day. "That they never did that and that they were returning them to other departments," Clegg said.

After seeing the Manager's table, he returned to his office and began to dictate directions to the places where they were most in demand.

Employees were not working "They were just bringing things to do their jobs and they had different ideas about their priorities"; Clegg said.

«This Manager is very well educated, but he could not explain his case.

Employees had to learn for themselves.

This particular issue was resolved when the Manager consulted with the workers and they co-produced information streams to SPARKS. Although the bottleneck still says Clegg.

Maintenance Management.

By Christer Idhammmar.

President of IDCON Inc., Raleigh, NC, a company specialized in training and implementation of improvised operations and maintenance of organizations and their practices.

Preventive Maintenance.

We believe the right thing to do is do preventive maintenance by instituting essential care practices. The best thing is to do an engineering role according to the number of existing machines. We have to take into account the following details for our role:

• Detailed component cleaning Lubrication Operating practices On-the-fly adjustments Balance standards Alignment standards Maintenance and make-up time Root cause, analysis and actions to design maintenance

Repeatedly, the listed essentials are poorly practiced. However, we don't always recognize it; in some only a few consider this is called a "world class".

These also serve to evaluate the equipment and are also a good idea in terms of objectives.

An example is when I visited the Pulp & Paper where I was shown the calendar where only three prevention mechanisms were assigned and it was in the paper machine. I inspected the paper machines and they were missing a lot like motor components and a lot of things that cannot be seen with the naked eye. How can they monitor this? Oil levels were overfilled and how to tell when the oil level is too high or too low.

In this case the managers of the two paper machines wanted to minimize the number of machine parts or areas to apply preventive maintenance.

AN ANALYTICAL METHOD FOR PERFOMANCE EVALUTION OF KANBAN CONTROLLED PRODUCTION SYSTEMS.

By María Di Mascolo and Yannik Frein.

Grenoble Laboratory, Saint Martin France.

Yves Dallery.

University of Pierre et Marie Curie, Paris, France.

The production system, decomposed into serial scenarios, considering each scenario as a given number of kanbans. The controlled kanban production system is modeled as a critical path network with a synchronized mechanism. The basic principle of this purpose is to decompose the original kanban system into a set of subsystems; Each subsystem begins associated with a particular scenario. Each subsystem is analyzed in a production form parameter. The numerical results that the method shows are far from exact.

COMMON SENSE MANUFACTURING, A METHOD OF PRODUCTION CONTROL.

By Herbert J. Betz, Jr.

Lucent Technologies Reading, PA 19612.

The system called Common Sense Manufacturing (CSM), used at Lucent Technologies, is part of AT & T's work at Reading to build the benefits of just-in-time and material requirements planning (MRP). This leverage of process control requires good planning for capacity calculations, parts orders, demand analysis, and acceptance schedules. For these tasks, the MRP process is widely used in revealing the work plan. The computational benefits of the computerized system employed by MRP to assist these tasks in other assignments that are focused following improvisation. The current production point, the kanban, is best used. CSM's production control system results from combining the distances of the MRP and the JIT.An examination of the CSM system shows the structure for making meaningful improvisations in production.

CHANGES IN PRODUCTION PLANNING AND CONTROL SYSTEMS WITH IMPLEMENTATION OF CELLULAR MANUFACTURING.

By Festus O. Olorunniwo, PhD

Business School, University of Tenesee in Martín, Martín, TN 38238.

In cellular manufacturing (CM), part of a family of parts that are produced and dedicated to work centers called cells. Each cell consists of a cluster of dissimilar functional machines or processes that are manufactured in a set of family parts. Production planning is used to regulate the flow of materials in the manufacturing process, cellular or not. The way of production planning is brought in to change the CM implementation. To understand the nature of the changes and research many other CM implementation journals, a CM implementation firm was made. While 81.8% of the firms survived the PP system before implementing CM, it is evident that the firms lag less only in PP systems.

EXAMINING A KANBAN MATERIAL ACQUISITION SYSTEM.

By Michle Markey.

Consultant with The Leawood Group Ltd., located in Leawood, Kansas.

The concepts involved in just-in-time are a bit more common sense. The rate of pushing large amounts of inventory, constant flow of parts that are pulled when needed. The result is a smooth flow of parts or parts of work in process. Implementing JIT manufacturing has effects on the business areas. Changes are often uncomfortable for the organization. JIT Kanbans require a great philosophy to be adopted. Kanban's material procurement system is simple. This provides a visual meaning to provide consumers with the product. Paradigms can be accommodated in revolutionary ideas. Many policies and procedures, such as old materials procurement rules.

The impact of lot-size reduction on quality.

1. Anthony Inman

Production and Inventory Management Journal

First quarter 1994

The most commonly listed benefits of using JIT are: reduced time, reduced inventory, reduced workspace, increased quality, increased equipment utilization, and increased inventory turnover.

Reducing the batch size has been a means of making such improvements. This research was conducted to learn the benefits of quality improvements as a result of lot size reduction. Specifically, the relationships that these two factors have with each other are examined.

Lot size and quality.

Many authors talk about the benefits of JIT and the reduction of batches, scrap and rework. Such as the improvement in quality due to the reduction in scrap and rework, to a faster reaction time due to a lower inventory in process, to a less need for inspectors, due to the less quantity of material in the line, to the cost reduction due to rework and wasted materials.

They also explain that defects are discovered more quickly, stating that “without even working on quality improvement, reducing batch sizes significantly reduces rejection rates.

The question the author asks himself is whether a producer can expect such results and justify reducing the lot size.

An investigation was carried out in 114 manufacturing companies that had implemented the JIT philosophy. Factors such as reduction percentages achieved in batch sizes, scrap and rework were studied. Only the results of the companies that had reduced the lot size were used.

The results that were obtained were that the rates of rejected products were possibly improved proportionally to the reduction in lot size. However, this statement must be considered.

Data obtained from companies shows that similar results obtained in the areas of supplier quality certification, use of SPC, preventive maintenance, employee suggestions, reduction of workspaces, quality circles and training, can and obviously directly affect or indirectly the reduction in scrap and rework.

Based on this, if the decision to reduce batches is in expectation that rejection rates will improve proportionally to the reduction in batch size, it can bring disappointment.

CONCLUSION

During the preparation of this work we pointed out advantages, factors and relevant facets about a method whose implementation does not seek more than continuous improvement in processes, material flow and inventory reduction within a company.

KANBAN should be used as a tool to achieve a competitive advantage over other companies in the same industry, since its ultimate goal is to deliver products on time, with the quality it requires, and at a better price.

Today most companies seek to streamline their processes and be more effective, this is where KANBAN comes in as a very useful and effective help.

Although KANBAN is a solution for many problems, its implementation is not so simple, it can be easy if it is implemented following the proper procedures, with a lot of patience, commitment and dedication, KANBAN is not a unique tool, it implies the efficiency and implementation of many systems and strategies for manufacturing, in this way there is no doubt that the implementation and development of KANBAN will be a success. If it is not implemented with the points already indicated, it is certain that KANBAN will not work, it is important to point out this and not believe in KANBAN as an automatic miracle for our plant.

BIBLIOGRAPHY

• «The Toyota Production System from the point of view of Engineering» Author: Shigeo Shingo 2nd. Edition "The New Manufacturing Challenge" Author: Kiyoshi Suzaki 10th. Edition «Kanban / Just in time at Toyota» Management begins at the workplace 3rd. edition

BPO / GPO:

• "A new look at the Kanban production control system". Mark Keaton. Production and Inventory Management Journal Third Quarter 1995 "Examining a Kanban material acquisition system". Michele Markey IM. May-June 1996. "The impact of lot-size reduction on quality." R. Anthony Inman Production and Inventory Management Journal First quarter 1994 "JIT and Lean Production". William S. Congdon & Robert M. Rapone Production. August 1995. "Maintenance Management". By Christer Idhammmar. MII "Common sense manufacturing, a method of production control". By Herbert J. Betz, Jr. Lucent Technologies Reading, PA 19612. "An analytical method for performance evaluation of kanban controlled production systems." By María Di Mascolo and Yannik Frein. Grenoble Laboratory, Saint Martin France. Yves Dallery. University of Pierre et Marie Curie,Paris, France "Changes in production planning and control systems with implementation of cellular manufacturing." By Festus O. Olorunniwo, PhD Business School, University of Tenesee in Martín, Martín, TN 38238. «Vision plays a big role in success» Gary Ferguson IIE Solutions August 1996 «Implementation of JIT in a small Manufacturing Firm» Amrik S. Sohal Production And Inventory Management Journal First Quarter 1992 "A Manufacturing process With Different Flavor: JIT and Ice Cream Industry." Mosha Dov IM March / April 1992 «Kanban to Kanbrain» Lewis J Perelman Forbes ASAP «Logistics: a challenge for today» By James A. Tompkins IIE Solutions February 1997Martín, TN 38238. «Vision plays a big role in success» Gary Ferguson IIE Solutions August 1996 «Implementation of JIT in a small Manufacturing Firm» Amrik S. Sohal Production And Inventory Management Journal First Quarter 1992 «A Manufacturing process With Different Flavor: JIT and Ice Cream Industry ». Mosha Dov IM March / April 1992 «Kanban to Kanbrain» Lewis J Perelman Forbes ASAP «Logistics: a challenge for today» By James A. Tompkins IIE Solutions February 1997Martín, TN 38238. «Vision plays a big role in success» Gary Ferguson IIE Solutions August 1996 «Implementation of JIT in a small Manufacturing Firm» Amrik S. Sohal Production And Inventory Management Journal First Quarter 1992 «A Manufacturing process With Different Flavor: JIT and Ice Cream Industry ». Mosha Dov IM March / April 1992 «Kanban to Kanbrain» Lewis J Perelman Forbes ASAP «Logistics: a challenge for today» By James A. Tompkins IIE Solutions February 1997a challenge for today »By James A. Tompkins IIE Solutions February 1997a challenge for today »By James A. Tompkins IIE Solutions February 1997

INTERNET:

• Internet: www.aitworld.com/lib/dciraw1.html Internet: www.develop.pantrol.com/pbrief/INInternet: www.geocities.com/TimesSquare/1848/japan21.html Integrated Kanban Sytems Milan, Italy Address Pending Kanban Basics Address Pending Breaking Points By De Wolf Address PendingEstablishing buffers and Kanban levels in High volume pull system manufacturing By Matt Cooper Address PendingInventory Management in Just In Time Systems Source: Business Open Learning AchieveSupply Chain Management in a the Collaborative Dilemma Source: Business Open Learning AchieveTypes of Stock Source: Business Open Learning AchieveInventory Values ​​and Decisions Source: Business Open Learning AchieveBusiness Open Learning Achieve: http://wwwbs.wlihe.ac.uk/~jarvis/bola/Internet: www.kaizeni-institute.com/Internet: www.iie.net.org Internet: www.eevl.ac.ukSupply Chain manufacturing By American Software USA Inc.How to Manufacture and sell your own products By Dave SchyHow to control a lean manufacturing system By Asbjoern M. BonvikInternet: www.is.bbsrc.ac.uk/opennet/áreas/tig/fd/ short-b.htmlInternet: www.soe.orgInternet: www.gatech.edu/mhrc/center/home3.htmInternet: www.bmpcoe.orgInternet: www.pdmic.com/index.htmlInternet: http: //saturn.arc. ab.ca/-mantech/im-group.html Internet: www.nauticom.net/www/qfdi/Internet: www.where.com/Is/LinkSearch.htmlhtmlInternet: http://saturn.arc.ab.ca/-mantech/im-group.htmlInternet: www.nauticom.net/www/qfdi/Internet: www.where.com/Is/LinkSearch.htmlhtmlInternet: http://saturn.arc.ab.ca/-mantech/im-group.htmlInternet: www.nauticom.net/www/qfdi/Internet: www.where.com/Is/LinkSearch.html

Champagnat University - Bachelor of Human Resources - 2004

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