MZUMBE UNIVERSITY

FACULTY OF SCIENCE AND TECHNOLOGY

PROGRAM NAME : BSc. IEM 3

SUBJECT NAME . : LEAN MANUFACTURING

SUBJECT CODE : 323

NATURE OF THE TASK : GROUP ASSIGNMENT.

LECTURER’S NAME : DR.LYAKURWA

STUDENTS NAME REGISTRATION NUMBER

FATUMA A . HASSAN 14326937/T.20

HUMPHREY G. MILLINGA 14326044/T.20

MWEMA I. ALLY 14326003/T.20

MARIAM MALEKELA 14326070/T.20

DATE OF SUBMISSION : 13TH DECEMBER 2022.

QUESTION ;

How to mantain JIT by using KANBAN

Introduction

JUST IN TIME

JIT is a philosophy based on elimination of waste. Another way to view JIT is to think of it as a
philosophy of value-added manufacturing. By focusing on value-added processes, JIT is able to
achieve high-volume production of high-quality, low-cost products while meeting precise
customer needs. Just-in-time manufacturing is the element of JIT that focuses directly on the
production system to make this possible. The just-in-time (JIT) philosophy in the simplest form
means getting the right quantity of goods at the right place and at the right time. The goods
arrive just-in-time,which is where the term JIT comes from. Although many people think that JIT
is aninventory reduction program or another type of manufacturing process, it is far more than
that. JIT is an all-encompassing philosophy that is founded on the concept ofeliminating waste.
The word waste might make you think of garbage, or paper, or inventory. But JIT considers
waste anything that does not add value—anything.The broad view of JIT is now often termed
lean production or lean systems. Its implementation has contributed to the success of many
organizations and is used by companies worldwide.

Generally JIT with its three elements , aims at producing only what is neede without extra
inventory.To maintain the JIT there are several techinique but , one of them is KANBAN

KANBAN

Kanban originally (Japanese: カンバン and Chinese: 看板, meaning signboard or billboard) is a
scheduling system for lean manufacturing (also called just-in-time manufacturing, abbreviated
JIT). This was introduced by Taiichi Ohno, an industrial engineer at Toyota, developed kanban to
improve manufacturing efficiency.

IMPORTANCES AND RATIONALE BEHIND KANBAN

One of the main benefits of kanban is to establish an upper limit to work in process (commonly
referred as "WIP") inventory to avoid overcapacity.

A goal of the kanban system is to limit the buildup of excess inventory at any point in
production. Limits on the number of items waiting at supply points are established and then
reduced as inefficiencies are identified and removed.
How kanban works to maintain JIT

Before jumping to that here we have to take this consideration that, we integrate JIT as part of
Lean, Kanban system and Waste Management via Kanban system (how does Kanban eliminate
waste for smart manufacturing)

Traditionally there was a system called push system whereby outputs were produced by
forecasting or foreseeing the future demands without being sure.This led to overinventory and
related costs ,because the demand is dynamic and sometimes unpredictable.When this is
computer based was known as Material Requirements Planning(MRP) which is now known as
Manufacturing Resources Planning( MRPII).

Recently with Kanban the pull system is employed where the products or outputs are produced

based on the demand of that time.

In kanban pull system works this way that ,there were cards placed whenever accessible be it in
the container or task board basing on the nature of the organization.

In a kanban system, adjacent upstream and downstream workstations communicate with each
other through their cards, where each container has a kanban associated with it. Economic
Order Quantity is important. The two most important types of kanbans(signal cards) in Toyota
company are:

Production (P) Kanban: A P-kanban, when received, authorizes the workstation to produce a
fixed amount of products. The P-kanban is carried on the containers that are associated with it.

Transportation (T) Kanban: A T-kanban authorizes the transportation of the full container to the
downstream workstation. The T-kanban is also carried on the containers that are associated
with the transportation to move through the loop again.

But there other mechanisms to apply kanban in today's world,the issue here is just a sign some
companies could use flags or any other visible sign as an indicator.

For smooth communication the cards can be defined as;

Kanban card

A card that specifies the exact quantity of product that needs to be produced.
 Production card
A kanban card that authorizes production of material.

Withdrawal card

A kanban card that authorizes withdrawal of material.

To control the production in the sense of limiting quantity, mathematically controlling the
number of kanban is the same as controlling the production to reach the goals of JIT.
The formula to compute the number of kanbans needed to control the production of a
particular product as it was for Toyota Company is as follows:

N=(DT+S)/C

where N total number of kanbans or containers (one card per container)

D demand rate at a using workstation
T the time it takes to receive an order from the previous workstation (alsocalled the lead time)
C size of container
S safety stock to protect against variability or uncertainty in the system

(usually given as a percentage of demand during lead time).

CONCLUSION

Kanban provides what is needed without guess work with no exess inventory as bad results of
bad guess .The system works excellent within the context of JIT.JIT may succeed without
kanban program but Kanban independently without JIT can't.
 Bibliography

Hines P and Taylor D (2000) Going Lean. (United Kingdom: Lean Enterprise Research Center
Cardiff)

Shingo S (1989) A Study of the Toyota Production System from an Industrial Engineering
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Bicheno J( 1994 )The Quality 50. (Buckingham, UK: Picsie Books)

Japan Management Association( 1985 )Kanban: Just-in-Time at Toyota. (Cambridge, MA:

Productivity Press)
Hines P and Rich N( 1997 )The Seven Value Stream Mapping Tools. International Journal of
Operations & Production Management

Ishiwata J 1991 Productivity Through Process Analysis. (Cambridge, MA: Productivity Press)