Tuesday was all theory. Lectures on the Kanban applications, simulations, and case studies. Kanban involves looking at demand looking at stable level loaded processes, establishing Takt time and making calculations on the number of Kanban cards and reorder points.

We started our day at Yokohama Bay and had a chance to see many of the Kanban applications we have been taught and seen simulated in the two day prior. Yesterday’s progression had us on the factory floor at Yamatake. Yamatake is a manufacturer of control valves, flow and pressure meters. In business for thirty years, the company has embraced Lean manufacturing but admit that they have much to improve in their Kanban application. We broke into three teams mixed with members from Children’s, Park Nicolet, and Genie Industries, and hit the manufacturing floor. We studied our assigned line operations. We looked at the supplies and activities in an attempt to make recommendations to improve flow through the use of Kanban and Heijunka. We adjusted operating start times, expanded the supply distribution role (Water Strider) and recommended that the operations move from box Kanban to a Kanban/Heijunka Production board. We presented how our models would improve efficiency and were happy with our breakthrough work. After the presentation, Sensei Niwa thanked us for our efforts and saw fit to give us a C- for our recommendations. Sensei Niwa emphasized; “Reduce the number of Kanbans. Kanban should be the express train through the factory. The important lesson is to keep the operator at the station, use water striders to move materials. “Continuous refinement of the process is essential.”

Yamatake managers were not as critical in their closing remarks, quite the contrary. Our gracious hosts walked us back to our bus and waived continuously until we were out of sight. The next morning had us back on the bus headed to Yokohama Rubber company. Yokohama is famous for it’s tires and hoses, which count for 70% of their revenue, but they also produce products you would not expect from a rubber company. The line we visited at Yokohama manufactures lavatories for the Renton built Boeing 737’s. Yokohama uses moving assembly lines and has employed an elaborate Kanban system to move parts from their vendor community through their super market (central stores- like parts warehouse) to their assembly line.

There were obvious maturing improvements in the Yokohama line that we did not see at Yamatake, the management at Yokohama stated clearly that they have a lot to learn with many more iterations of Kanban ahead. Their Takt time is currently at 110 minutes which results in 90 minutes of overtime each day. Their Kanban supply board revealed that several part deliveries expected from their vendors were 2 - 4 days late. An obvious needed for improvement, at least the problem is visible and being managed.

All these companies showed a journey with Kanban development which parallels the entire lean experience. Tomorrow we will be visiting Toyota, the un paralleled senior organization in Kanban.
Later in this week we will be looking at the Supply Chain Value Stream to discovery the various applications of Kanban at Children’s. We know that Kanbans will be a journey of trials and constant refinement requiring that we look hard at establishing predictable and leveled demand.