PRODUCTION SYSTEM

REPORT KANBAN GAME

Arranged by:

Carolline Audrel Vellicia W 004201600009

Fransisca Elviana Guru 004201600005
Frederico Haga Alloyson 004201600031
Ivena Noviany Kurnia 004201400026
Nada Zhafiera 004201600020

INDUSTRIAL ENGINEERING
PRESIDENT UNIVERSITY

Jababeka Education Park, Ki Hajar Dewantara Street, Kota Jababeka, West

Cikarang,
Bekasi 17550 – Indonesia
Phone (021) 8910 9762-6, Fax (021) 8910 9768
Email: enrollment@president.ac.id, http://www.president.ac.id
 ACKNOWLEDGEMENT

Authors would like to say thank you for the God because he gives authors
a lot of mercy and blessing which make authors can finish this “Kanban Game”
report kindly. Authors realized without the other helped, this report cannot complete
decently. In this occasion, authors would like to say thank you to some people which
already supported authors to do this report.

a. Mrs. Anastasia Lidya Maukar, as a lecture of Production System, the one who
already guided authors, as well as authors, could make this report.

c. Authors’ family which already give author support that makes authors can make
this report very well.

d. Authors’ friends that cannot authors said the name one by one. The friends which
already support and help authors to do this report.
Authors recognized that this report is not perfect enough. Therefore, with
all humility, authors would like to say apologizes of the magnitude. Authors hope
that the readers can give good criticism and suggestion which can make this report
better than before.
Authors hope that this report can help the readers that want to understand more in
Production System. Hopefully, this report can give new knowledge that can provide
a benefit for the readers.

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 Table of Contents

ACKNOWLEDGEMENT ................................................................................................. i
CHAPTER I ...................................................................................................................... 1
INTRODUCTION............................................................................................................. 1
1.1 Background ....................................................................................................... 1
1.2 Problem Statement ............................................................................................ 1
1.3 Objectives........................................................................................................... 2
1.4 Tools and Equipment ........................................................................................ 2
1.5 Steps ................................................................................................................... 2
CHAPTER II ..................................................................................................................... 4
LITERATURE STUDY.................................................................................................... 4
2.1 History of Kanban............................................................................................. 4
2.2 Core Practices of Kanban................................................................................. 5
2.3 Type of Kanban ................................................................................................. 7
2.4 The Benefits of Kanban .................................................................................... 8
2.5 Six General Rules of Kanban ........................................................................... 9
CHAPTER III ................................................................................................................. 10
GAME RULES AND REGULATION .......................................................................... 10
3.1 Procedure ......................................................................................................... 10
3.2 Tools and Equipment ...................................................................................... 11
CHAPTER IV.................................................................................................................. 12
DATA COLLECTION AND ANALYSIS .................................................................... 12
4.1 Phase I ............................................................................................................. 12
4.2 Phase II ........................................................................................................... 15
4.3 Phase III .......................................................................................................... 17
4.4 Comparison Among Phase ................................................................................... 20
4.4.1 Processing Time Comparison ....................................................................... 20
4.4.2 Inventory and Demand Records of Phase I-III ........................................... 21
CHAPTER V ................................................................................................................... 23
CONCLUSION ............................................................................................................... 23
REFERENCE .................................................................................................................. 24
APPENDIX ...................................................................................................................... 25

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 CHAPTER I

INTRODUCTION

1.1 Background
Kanban is a method to manage the JIT production and a tool to implement the JIT
production system. JIT is a technique of production and manage the inventory to
produce the amount of units needed. The definition of JIT often is called as Toyota
Production System (TPS), because Toyota was the pioneer of Just in Time (JIT)
due to the oil crisis in 1973 (Lutfi, 2013). Kanban in Japanese means “visual record
or signal”. JIT production system used information flow in a form of Kanban card-
shaped or another equipment such as flags, lights, etc.

According to Taiichi Ohno, Kanban is a tool for controlling production which is

used in controlling material and information flows through the JIT production
system by using cards or other tools to order a work center to move and produce
certain materials or components. If the production work center needs material from
the supply work center, the production work center may send the Kanban card to
the supply work center. There is no material movement to the next station if there
is no Kanban card.

Using Kanban as a tool to achieve the JIT process, it is expected to eliminate the
weaknesses that occur in production system, starting from the supply of raw
materials until inventory management, so it can reduce the cost. In addition, making
JIT system to reduce unnecessary activity or waste.

1.2 Problem Statement

Based on the explanation of the background, the problems can be formulated such
as:

• What are the factors that influence the production system efficiency of
airplane making?

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 • What are aspects of airplane making production system that can be
improved through Kanban system?
• How Kanban has changed the production system of airplane making?
• What are the benefits of implementation of Kanban system in airplane
making production system?

1.3 Objectives
This research has objectives such as:

• Identify the factors that influence the production system efficiency of

airplane making using Kanban.
• To understand the process mapping of airplane making using Kanban.
• To determine and calculate the Kanban system in production flow of
airplane making.
• To compare the benefits of before-after implementation Kanban system
condition in production system of airplane making.

1.4 Tools and Equipment

The tools and equipment to conduct the research consist of:

• A4 paper for usual demand (100 sheets)

• A4 paper with star mark for special demand (30 sheets)
• A4 paper as Kanban container (2 sheets between operators)
• Stopwatch
• Scissor
• Ruler
• Paper to record the data

1.5 Steps
There are three phases to conduct the research that will be explained below.

• Phase I
o Operator 1: folds the paper into half-length wise vertically
o Operator 2: opens the folded paper and folds the two-upper corner
to the center line becomes triangle. Next is folding the top point of

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 triangle end down and folds in half again. Then tears off the corner
into square shaped.
o Operator 3: open the half-folded cut and then fold the two-upper cut
corner to the center. Fold the original corner up to the cut slot
o Operator 4: folds the two sides down to create wings

• Phase II
o No change for operators
o Kanban is implemented for each work center by inputting two
papers as to place the demand. If the two papers are full of demand,
then operator has to stop the production
o Operator 2 uses scissors and create space for scrap-bin.
• Phase III
o Operator 1: folds the paper into half-length wise vertically, then
open the folded paper and folds the two-upper corner to the center
line becomes triangle. Next is folding the top point of triangle end
down. Operator 1 uses ruler to fold the first fold.
o Operator 2: folds the paper again into half-length and tears off the
corner into square-shaped. Operator 2 uses scissor and ruler to tear
off the corner.
o Operator 3: folds the two-cut corner down and fold the original
corner up to the cut slot
o Operator 4: folds the two sides down to create wings

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 CHAPTER II

LITERATURE STUDY

The kanban system is an information system that harmoniously controls the amount
of production in each process. The kanban system manages the JIT production
method. Although the Kanban system is used, JIT will be difficult to achieve if
certain system prerequisites are not actually implemented. The aforementioned
kanban support system includes:

1. Manufacturing of production.
2. The operation of surgery.
3. Deletion of setup time
4. Improvement activity
5. The design of the engine layout.
6. Automation.

2.1 History of Kanban

KANBAN, a technique for work and inventory release, is a major component of
Just in Time and Lean Manufacturing philosophy. It was originally developed at
Toyota in the 1950s as a way of managing material flow on the assembly line. Over
the past three decades the Kanban process, a highly efficient and effective factory
production system, has developed into an optimum manufacturing environment
leading to global competitiveness.

Kanban stands for Kan- card, Ban- signal. The essence of the Kanban concept is
that a supplier, the warehouse or manufacturing should only deliver components as
and when they are needed, so that there is no excess Inventory. Within this system,
workstations located along production lines only produce/deliver desired
components when they receive a card and an empty container, indicating that more
parts will be needed in production. In case of line interruptions, each workstation
will only produce enough components to fill the container and then stop. In
addition, Kanban limits the amount of inventory in the process by acting as an

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authorization 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. In Just-In-Time (JIT) systems, the
subassemblies and parts required for final assembly are pulled in small batches from
the supplying work centers whenever they are needed. One of the most popular
methods used for implementing JIT is through the use of Kanban’s.

2.2 Core Practices of Kanban

Although embracing the Kanban philosophy and embarking on the transitional
journey is the most important step, every organization needs to be careful with the
practical steps. There are six core practices as identified by David Anderson that
need to be present for successful implementation.

1. Visualize the Workflow

By creating a visual model of your work and workflow, you can observe the
flow of work moving through the Kanban system. Making the work visible,
along with blockers, bottlenecks, and queues, instantly leads to increased
communication and collaboration. This helps teams see how fast their work
is moving through the system and where they can focus their efforts to boost
flow.
2. Limit Work in Progress
By limiting how much unfinished work is in process, you can reduce the
time it takes an item to travel through the Kanban system. You can also
avoid problems caused by task switching and reduce the need to constantly
reprioritize items. WIP limits unlock the full potential of Kanban, enabling
teams to deliver quality work faster than ever in a healthier, more
sustainable environment.
3. Manage Flow
The whole idea of implementing a Kanban system is to create a smooth
healthy flow. By flow, its mean the movement of work items through the
production process. We are interested in the speed and the smoothness of
movement. So, managing the flow is about managing the work but not the

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 people. So instead of micro-managing people and trying to keep them busy
all the time, we should focus on managing the work processes and
understanding how to get that work through the system faster which is to
minimize the average cycle time for production and avoiding the cost of
delay, but in a predictable fashion.
4. Make Process Policies Explicit
Until the exact mechanisms or processes of an organizations operation are
explicitly laid out, it is almost impossible to talk about improvements. If
there is no clear understanding of how things work or how the work is
actually done, discussion of problems with the process will be anecdotal,
subjective and emotional. By offering an explicit understanding, kanban
makes it possible to have a discussion of the issues that is objective, rational
and based on empirical evidence.
5. Feedback Loops
In order for the positive change to happen, succeed and continue, one more
thing needs to be done. The Lean philosophy supports the assumption that
regular meetings are necessary for knowledge transfer (feedback
loops).Such are the daily stand up meetings for team synchronization. They
are held in front of the Kanban board and every member tells the others what
he or she did the previous day and what will be doing today. There are also
the service delivery review, the operations review, and the risk review
meeting. The frequency depends on many factors, but the idea is that they
are regular, at a strictly fixed hour, straight to the point and never
unnecessarily long. The ideal average length of a stand up should be
between 10-15 minutes, and others may reach up to an hour depending on
the team size and topics.
6. Improve Collaboratively (using models & the scientific method)
The way to achieve continuous improvement and sustainable change within
an organization is through shared vision of a better future and collective
understanding of the issues that need to be overcome. Teams that have a
shared understanding of theories about work, workflow, process, and risk

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 are more likely to build a shared comprehension of a problem and suggest
steps towards improvement, which can be agreed by consensus.

2.3 Type of Kanban

There are six Types Of Kanban:

1. Production Kanban
It is made up of an exhaustive list of all the things needed by the part so that
it is completed. This brings in the requisite materials and parts along with
the information that a withdrawal Kanban includes. A production Kanban
allows the production system to start with the production and also explain
the things that should be produced.
2. Withdrawal Kanban
This also known as move cards or conveyance kanbans. Whenever a
component is to be shifted from one production part to another this type of
kanban are used for signaling. The card is usually connected to a stipulated
number of parts that are taken to the working place where they are needed.
When these parts are used, the cards are returned as a signal for sending the
same part with the same number back.
3. Emergency Kanban
These are set of Kanbans that are used for the replacement of defective parts
or for signaling a sudden change in the quantity of the product that is
required to be produced. Indifference from the express Kanbans,
organizations make use of emergency Kanbans when a part fails to work in
a similar manner in which it is expected to, or when there are certain
alterations in the production conditions. On the other hand, express Kanbans
are utilized for making the original production conditions seamlessly
running.
4. Through Kanban
These kanban comprises of production and withdrawal Kanbans. They are
used in a situation whereby both the work centers pertaining to these
Kanbans is situated adjacent to each other. As a result, it speeds up the
process of production

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 5. Express Kanban
This is a type of Kanban that comes to the scene when there is an
unanticipated shortage of parts. They signal that an increasing number of a
particular part is required. The main aim is to make sure that there is no
slowing down of the manufacturing process. Express Kanbans are
sometimes called signal Kanbans. They are purposely used for triggering
purchases.
6. Supplier Kanban
This is a type of Kanban that moves right away to a supplier, which is, in
fact, an organization from where the manufacturer purchases material. The
system of supplier type of kanban is entered as a representation of that of
the manufacturer.Identifying the general Value stream from the received
product, from suppliers till to each production method towards to the
finished product warehouse is required. Then distinctive that processes area
unit having the littlest capability of the general flow of the method and to
anticipate of cause in the inventory. This method will be known as a
pacemaker which implies a method that has very cheap rate and is a
determinant of the schedule for the downstream pull. Pacemakers verify the
speed of the upstream and downstream processes.

2.4 The Benefits of Kanban

Kanban system have many benefits. The following are several benefits of Kanban
system :

• Reduction of inventory and inventory aging

• Decrease stock outs
• Enabling flow
• Prevention of overproduction
• Control is moved to operator, rather than forecast
• Improved visual management
• Increased responsiveness to customer demand
• Allows improvements and visibility of the production process
• Shorter cycle times can deliver features faster.

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2.5 Six General Rules of Kanban
In the following is the six-general rules of Kanban system:

1. Downstream processes may only withdraw items in the precise amounts

specified on the Kanban.
2. Upstream processes may only send items downstream in the precise
amounts and sequences specified by the Kanban.
3. No items are made or moved without Kanban.
4. A Kanban must accompany each item at all times.
5. Defects and incorrect amounts are never sent to the next downstream
process.
6. The number of Kanban should be monitored carefully to reveal problems
and opportunities for improvement.

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 CHAPTER III

GAME RULES AND REGULATION

3.1 Procedure
This game called Paper Airplane simulation. The point of this game simulation is
to ensure that one operator will get more job than others operator, so that bottleneck
will be occurred. This game is performed by combination of 2 groups and member
from 2 groups is divided into 4 operators, 2-time keepers and 2 persons will record
the video for practicum data and analyze the workflow. There will be 3 phases of
game with different procedures for each phase. Each phase will be simulated for 10
minutes. The further explanation for the steps will be explain briefly below:

• Phase 1
The steps to make paper airplane in phase 1 will be as follow:
1. Operator 1: folding the paper in half length-wise.
2. Operator 2 opening the paper and folds 2 points to the centerline. Then
the operator folds the pointed end down and folds the paper back in half again. Then
operator tears off a square corner of the folded paper. So, the total of jobs: 1 open,
4 folds and 2 tears.
3. Operator 3 opens the paper and folds two corners to the center. Then he
folds the first corner through the tear that was made by operator 2 and folds the
paper in half again. Total: 1 open, 4 folds.
4. Operator 4 folds the two sides down to form the final wings. Total: 2
folds.

• Phase 2
The steps to make paper airplane in phase 2 will be as follow:
1. No change to the steps each operator does (same with the first phase).
2. Introduced Kanban by making two spots for inventory. If both spots are full,
then operator must stop produce.
3. Scissors as tools are using for operator 2 and a scrap bin for the off-cuts.

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 • Phase 3
The steps to make paper airplane in phase 2 will be as follow:
1. Operator 1 does fold lengthwise, then folds two corners to the center line.
Operator also folds the point end down before giving to the next operation.
Operator allows using a ruler to make the first fold. Total: 4 folds
2. Operator 2 allowed using ruler scissors to cut a square from the corner.
Total: 2 cuts
3. Operator 3 folds the two corners down to the center and folds the tip up
through the cut corner. Total: 3 folds
4. Operator 4 folds the plane in half and then folds the two final wings down.
Total: 3 folds.
3.2 Tools and Equipment
There are several tools and equipment needed for the game, which are:

1. Stopwatch / Smartphone
2. Used A4 paper: 100 sheets
3. Used A4 paper (paper with star sign): 30 sheets
4. Marker
5. Kanban container
6. Scissor
7. Ruler
8. Paper/form for recording the practicum data

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 CHAPTER IV

DATA COLLECTION AND ANALYSIS

In this chapter, there will be analysis according the result for three phases of
Airplane Kanban Game. Each phase had different condition and affected the
production rate. Each phase consists of four rounds with different demand.
4.1 Phase I
In every phase, the production line consists of four workstations each workstation has
one operator, two-time keepers, and two inventory recorders. In the phase I, all of the
production activities were done manually. The layout of production line for Phase I can
be seen on the figure below.

Figure 4.1 Layout of Production Line on Phase I

To calculate how long the production process to make one airplane paper in this phase,
the time keeper records the processing time for each work element as much as the
product that has been done. After that, the average processing time for each work
element can be known by averaging those records. The result can be seen on the table
below.

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 Table 4.1 Time Study of Phase 1
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 Table 4.1 Time Study of Phase 1 (Continued)

Based on the table above, it can be seen that each work element and workstation have an average processing time. In this phase, one
airplane paper would be done in 21.235 seconds. According to the average workstation time, the workstation 2 have highest processing
time with average time 7.318 seconds Thus, there was bottleneck condition on workstation 2 which have a different between WS 1 and
2 is around 4 seconds. And according to the result inventory between each workstation (WIP) for each round can be seen on the Table
4.5.
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4.2 Phase II
In this practicum, the production line consist of four workstations, two inventory
recorders and two time keepers. In the phase II, all of the production activities were
done manually except workstation 2 that had additional tool which were scissor to cut
the corner of paper and the scrab bin. The layout of production line for Phase II is
shown on the figure below.

Figure 4.2 Layout of Production Line on Phase II

The different thing in this phase II is the presence of additional tool that used in the
second workstation which is scissors. The rest of the workstations is assumed had
same processing time because there was no additional changes. The result of the
processing time for each work element that recorded by time keepers can be seen
on the next page.

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 Table 4.2 Time Study of Phase II
Phase 2 Processing Time
Average
Workstation 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Fold in Half 1.5 1.1 1.6 1.0 1.2 1.1 1.2 1.1 0.9 0.7 0.9 1.2 1.1 1.0 1.3 0.8 1.1 1.5 1.3 1.1 0.9 1.1 1.1 1.1 0.9 1.1 1.10
Average WS Time 1.10
Workstation 2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Open Paper 0.5 0.5 0.1 0.5 0.3 0.3 0.5 0.2 0.3 0.5 0.7 0.5 0.4 0.7 0.8 1.0 0.5 1.1 1.0 0.8 0.6 0.5 0.8 0.9 0.7 1.1 0.59
Fold 2 Corners to center 3.0 3.1 2.9 2.9 3.1 3.1 3.1 3.2 3.0 2.6 2.8 2.8 2.9 3.0 3.5 3.2 3.1 3.1 3.0 3.2 3.0 3.4 3.1 3.4 2.8 3.1 3.04
Fold Point Down 3.5 3.8 3.7 3.5 3.1 4.0 3.2 2.8 3.1 3.2 3.0 3.2 3.7 3.4 3.2 2.9 3.5 3.7 4.0 3.8 3.6 3.3 3.2 3.2 3.1 3.0 3.35
Fold Paper in Half 2.1 2.0 2.2 2.5 2.7 2.3 2.4 1.8 1.9 2.1 2.5 2.5 2.4 2.7 2.8 2.3 2.4 2.1 2.2 2.8 2.6 2.3 1.8 1.9 1.7 2.1 2.25
Cut Square from
3.1 3.1 3.1 3.0 3.2 3.2 3.2 3.3 3.1 3.0 3.0 3.2 3.1 3.1 2.9 2.8 3.0 3.0 2.6 2.8 2.8 3.0 2.3 2.6 2.7 2.4 2.93
Corner (using scissors)
Average WS Time 12.17
Workstation 3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Open Paper 0.2 0.4 0.4 0.3 0.4 0.4 0.3 0.5 0.6 0.6 0.5 0.5 0.5 0.3 0.4 0.4 0.3 0.6 0.4 0.5 0.4 0.4 0.7 0.4 0.4 0.3 0.41
Fold Corners down to
2.9 2.9 3.0 3.1 3.0 3.0 2.8 2.9 2.9 3.0 2.8 3.0 2.7 2.9 2.9 2.9 3.0 2.6 2.5 2.8 2.8 2.6 2.8 2.6 2.5 2.7 2.82
Center
Fold Original Corner
3.5 3.7 3.1 3.3 3.2 3.1 3.1 3.1 3.1 3.3 3.2 3.1 3.2 3.1 3.1 3.3 3.2 3.1 3.0 3.0 2.9 3.0 3.1 3.2 3.1 3.1 3.15
Up through Cut Slot
Fold Paper in Half 2.0 1.9 1.8 2.1 2.1 2.1 2.1 2.0 2.0 1.9 2.0 2.0 2.1 2.2 2.1 2.7 2.1 2.1 2.2 2.1 2.5 2.3 2.2 2.1 2.0 2.0 2.09
Average WS Time 8.46
Workstation 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Fold the Two Sides
Down to Form Final 4.2 4.0 4.0 4.0 4.3 4.2 4.2 4.3 4.1 4.2 4.1 4.1 4.1 4.2 3.7 4.1 4.0 4.0 4.0 4.2 3.9 4.1 4.1 3.9 4.1 4.0 4.07
Wings
Average WS Time 4.07
TOTAL Average Time 25.79
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From the result on the table above, it can be seen that the total average time is 25.79
with the longer time needed of the processing time is 12.17 at the workstation 2.
The average time in this phase is increased from the phase I around 4.5 seconds.
Therefore, the possibility to have a bottleneck condition on workstation 2 might be
happened and eventhough the operator used the additional tool like scissor, the
processing time is still big because the operator was not familiar with that tools.

4.3 Phase III

In this third phase, the production line also consist of four workstations, two time
keepers, and two inventory recorders. In this phase, all of the production activities
in each workstation had changes. All of work elements were divided equally into
four workstation in order to get balanced processing time. There were also Kanban
system in the production line and additional tool on workstation 1 and 3 which is
jigs to fold the paper and cut the corner of paper in order to minimize the number
of defect airplane paper and the processing time. The layout of production line for
Phase III will be shown on the figure below.

Figure 4.3 Layout of Production Line on Phase III

In order to calculate how long the production process to make one airplane paper in
this phase when the workstation 1 and 3 had additional tool, the time keeper record the

17
processing time. After that, the average processing time for each work element can be
obtained by averaging those thirteen time records. The result can be seen on the table
below.

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 Table 4.3 Time Study of Phase III
Phase 3 Processing Time
Average
Workstation 1 1 2 3 4 5 6 7 8 9 10 11 12 13
Fold in Half (using jig) 2.13 2.20 2.05 2.18 2.10 2.35 2.17 2.30 2.45 2.50 2.18 2.23 2.20 2.23
Open Paper 1.05 1.04 1.20 1.04 1.15 1.13 1.40 0.98 0.95 1.11 1.05 0.95 0.80 1.07
Fold 2 Corners to center 3.50 3.03 3.13 3.21 3.34 3.10 3.15 3.14 2.98 3.20 3.67 3.86 3.92 3.33
Fold Point Down 2.87 2.56 2.40 2.40 2.50 2.64 2.75 2.89 2.98 2.16 2.34 2.23 2.30 2.54
Average WS Time 9.16
Workstation 2 1 2 3 4 5 6 7 8 9 10 11 12 13
Fold Paper in Half 0.30 0.35 0.22 0.30 0.45 0.41 0.20 0.38 0.40 0.65 0.51 0.45 0.36 0.38
Cut Square from Corner (using scissors and jig) 3.15 3.57 3.05 2.97 2.95 3.18 3.54 3.15 3.37 3.37 3.68 3.45 3.18 3.28
Average WS Time 3.66
Workstation 3 1 2 3 4 5 6 7 8 9 10 11 12 13
Open Paper 0.35 0.45 0.28 0.31 0.28 0.40 0.32 0.45 0.30 0.35 0.40 0.64 0.33 0.37
Fold Corners down to Center 3.07 3.12 3.08 3.17 3.16 3.05 3.18 3.10 3.18 3.04 3.17 3.18 3.06 3.12
Fold Original Corner Up through Cut Slot 3.21 3.02 3.15 3.20 3.05 3.18 3.08 3.16 3.04 3.26 3.03 3.13 2.90 3.11
Average WS Time 6.60
Workstation 4 1 2 3 4 5 6 7 8 9 10 11 12 13
Fold Paper in Half 2.05 2.10 2.45 2.23 2.08 1.95 1.98 1.78 2.11 2.30 2.09 2.01 1.90 2.08
Fold the Two Sides Down to Form Final Wings 4.02 4.20 4.11 4.10 4.30 4.67 4.65 4.04 4.78 3.90 4.15 4.34 4.45 4.29
Average WS Time 6.36
TOTAL Average Time 25.79
Based on the table above, it can be seen that the total average time of the phase III is the same with the previous phase and the average
workstation processing time on workstation 2 is decreased. The average processing time on workstation 2 decreased almost 9 seconds
but the average processing time on workstation 1 is increased. How about the inventory between each workstation for each round? The
result can be seen on the next session.
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 4.4 Comparison Among Phase
After the result of each phase already obtained. Then, all of three phases will be compared based on the processing time, and
inventory cost.

4.4.1 Processing Time Comparison

Table 4.4 Processing Time Comparation of Each Phase
Comparation Phase
Workstation 1 2 3
1 3.14 1.10 9.16
2 7.14 12.17 3.66
3 4.61 8.46 6.60
4 6.34 4.07 6.36
Total 21.23 25.80 25.78
Based on the table above, it can be seen that some of workstation had decreased processing time through each phase like
workstation 1 in phase 1 to phase 2. But some of workstation had increased the processing time, it is because some work
element with long processing time in the workstation 2 were moved into workstation 1 in phase 3. It might be happened
because the operator of workstation 1 and the other workstation still try to adapt with their new task. But, phase 1 has lowest
total processing time within 21.23 seconds to produce one airplane paper.
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 4.4.2 Inventory and Demand Records of Phase I-III
Table 4.5 Table of Inventory
Inventory
WIP Inv Cost ($) FG
Time WS 1-2 WS 2-3 WS 3-4 FG
INV ($)
Plain Color Plain Color Plain Color Plain Color Plain Color
Phase 1 0 0 0 0 0 0 20 5 0.05 0.1 1.5
Phase 2 3 1 0 1 1 0 21 5 0.05 0.1 1.55
Phase 3 3 0 0 0 1 0 10 3 0.05 0.1 0.8
Total Cost 3.85
Based on the table above, the inventory from workstation 1 until workstation 4 of phase 1 is 0 because in phase 1 there is no
inventory implemented. The inventory system started from phase 2- phase 3. In actual activity of phase 1, there are 26 product
finish goods and divided into 20 for plain paper and 6 for special demand. But in finish goods a defect product of special
demand is not calculated because it considered the product will not come to inventory. Also, the table above shows the
product that become finished goods and it can determine how many demands fulfilled in phase 1. The table and the graph
will be shown below.
21
 Table 4.6 Table of Inventory
Plain Paper Colorful Paper
Time
Demand FG Demand FG
Demand Demand
Fulfilled Inventory Fulfilled Inventory

Phase 1 50 20 20 15 5 5
Phase 2 50 21 21 15 5 5
Phase 3 50 10 10 15 3 3

WIP COST ($)

1,8
1,6
1,4
1,2
1
0,8
0,6
0,4
0,2
0
FG INV ($)

Phase 1 Phase 2 Phase 3

Figure 4.4 Graph of Comparison WIP Cost

Based in data, it shows the demand of airplane made from plain paper and the
special demand for all phases from 1 until 3. Table above shows, that in phase 1
shows that company is not able to produce product to achieve the demand either
for plain paper or special demand.

22
 CHAPTER V

CONCLUSION
In order to summarize this report, there are several points concluded, such as:

• The best processing time is the phase 1 with total processing time to make
one airplane paper is 21.23 seconds. It is because in this phase, the Kanban
still not implemented, so even the processing time is short, but the result of
airplane is not good enough. In phase 2 and 3 after Kanban be implemented
the processing time is increased but not very high, just increased around 2
second but the result of airplane is good enough and better than in phase 1.
• The total of inventory cost of all of the phase that company needed to deal
is $3.85.
• The demand that required by company can not be achieve. It must be
improved especially in the operator performance.

23
 REFERENCES

DAVID J ANDERSON, A. C. (2016). ESSENTIAL KANBAN CONDESDED. WASHINGTONG:

Lean KANBAN UNIVERSITY.

Henderson, B. D. (1986). THE LOGIC OF KANBAN . MCB UP Ltd, 6-12.

Henderson, B. D. (n.d.). THE LOGIC OF KANBAN . emerald insight.

M. APREUTESEI1, I. A. (2010). APPLICATION OF KANBAN SYSTEM FOR MANAGING

INVENTORY. Bulletin of the Transilvania University of Braşov, 162-166.

Maling Ebrahimpour Batoul Modarress Fathi. (1985). Dynamic Simulation of a Kanban

ProductionInventory System. International Journal of Operations & Production
Management,, 5-14.

Perry, S. M.-T. (1999). FLEXIBLE KANBAN SYSTEM. Journal of Operations & Production
Management,, 1065 - 1093.

Ray, P. P. (n.d.). Management of Inventory Systems. Department of Industrial and

Systems Engineering, 1-14.

Thomas, S. (2015). The Kanban Method 101. It's a Delivery Thing.

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APPENDIX

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