Value stream mapping algorithm. Mapping the value stream (Value Stream Mapping). Interpreting a value stream map

The value stream is depicted as an end-to-end set of value adding activities that create an overall result for the customer, stakeholder, or end user. In modeling terms, these value adding activities are represented by flow creation steps, each of which creates and adds additional elements.

Value Stream Goals

This method is a component of a business ecosystem and describes how a stakeholder obtains the value of a product. Unlike many previous attempts to describe stakeholder value, flows take the perspective of the initiating stakeholder rather than an internal value chain or process. From this, value streams can be cross-compared to provide a picture of what and how an organization must do in order to obtain a certain value from a product.

Components

The diagrams covered in this article are cross-cutting views of how value is achieved for the external or internal side of the process. The flow of the value creation process begins by defining a value proposition presented to stakeholders. Stakeholders in a flow can take two forms:

The requester is the person or organization that initiates and usually participates in the flow.
A stakeholder is a person or organization that either provides or facilitates aspects of value derived from a value stream, or that can derive ancillary benefits from it.

In addition, this process consists of stages, which are iterative price elements that are charged to deliver value throughout the flow, ultimately forming an offer.

Similar concepts

Value stream construction often involves cross-matching with stakeholders and opportunities. These cross-comparisons allow practitioners to better identify the people and organizations to whom (or from whom) value is being provided. For example, the inclusion opportunities associated with each stage of the flow produce outcomes that collectively contribute to the creation of an element of value in that stage.

Additionally, many practitioners equate value streams and business opportunities. This makes it easier for individual organizations to understand what the entire company is doing.

Possible confusion

There are many misconceptions about value stream definition. They can be broken down into 3 types.

Threads are not processes. Rather, according to the supporters of this misconception, they are not presented in the form of diagrams of technological processes. In fact, it is quite obvious that a value stream is a process in the sense that it is a complex set of actions that lead to a consumer result.
Streams are not related to concept lean manufacturing, and are a separate methodology for displaying values. In fact, this is not the case, and linking this methodology to Lean Manufacturing (called Lean in the West) as a process-based practice that seeks to identify unnecessary costs. The value stream represents a higher level of identification of how the stakeholder obtains value. It often also includes a schematic diagram of the sequence of steps required to design, manufacture, deliver a product, or serve a customer. Despite the similarity in name to the flow of building a business, the main purpose of the methodology that this article is about is to document, analyze, and improve the acquisition of information or materials needed to produce a product or service for a client.
It is not designed (and does not fit) for broader architectural purposes, such as depicting critical activities (or milestones) that are progressively combined to create stakeholder value or cross-match those milestones with opportunities. This statement is also a fallacy.

All types of value stream are not internally focused. Some methodologies refer to this technology as providing intrinsic value. While this may be true in certain contexts, the goal of most practitioners is to focus on stakeholders outside the organization.
Value streams are not customer journey maps. Although they, like travel maps, perceive external interest, they tend to describe different sets of information. Travel maps usually aim to describe emotions, intentions, and individual interactions with a customer. Such maps have no architectural significance. By contrast, value stream construction provides a consistent, fundamental view of the entire value creation process, and therefore plays a huge role in terms of business architecture.

Harmonization of Agile Methodologies

This concept is especially important for agile methodologies, which often aim to focus as much as possible on customer or business value. Specific forms of agile methodologies such as the Scaled Agile Framework incorporate value stream as a way of mapping a basic business view. This approach encourages a common level of understanding that allows interaction with multiple disciplines, creating a more consistent and simplified view of the organization.

Stream mapping

Flow mapping is a lean management technique for analyzing the current and future state of a series of events that are directly related to a product or service from the very beginning until they reach the customer. Flow focuses on areas of the firm that add value to a product or service, while value chains refer to all activities within a company. At Toyota, this technique is known as material and information mapping.

Purpose of mapping

The goal is to identify and reduce waste in value streams, thereby increasing the efficiency of that data stream. Waste disposal is designed to increase productivity by creating more compact operations, which in turn make it easier to identify cost and quality issues.

Practical value

The practical impact of lean manufacturing techniques, including value stream design and mapping, is very high, which allows these technologies to be immensely popular around the world. While these techniques are often associated with manufacturing, they are also used in logistics, supply chain, service industries, healthcare, development. software, food Industry, as well as in the organization of administrative and office processes.

Example

You won't have to go long for an example of a value stream, just look closely at the illustrations for this article. Standard form flow assumes that the value addition steps will be done in the center of the map, and the missing value steps will be represented by vertical lines at right angles to the center. Thus, the activity becomes easily divided into a value stream, which is the focus of one type of attention, as well as stages of "waste", which should be paid attention to separately. The thought here is that the non-value added steps are often prepared or removed prior to the add value step and link them to the person or machine / workstation that performs this value addition step. Therefore, each vertical line is a "story" of a person or workstationwhile the horizontal line represents the “history” of the product being created.

Value stream mapping is a recognized technique used within methodologies Six sigma.

What is Lean Manufacturing

Lean Manufacturing, often referred to as Lean, is a systematic method of minimizing costs in a production system without sacrificing productivity. It also takes into account the costs incurred due to uneven workloads. From the perspective of a customer who is consuming a product or service, “value” is any action or process that the customer is willing to pay for.

Lean allows you to see what adds value while diminishing anything else that doesn't. This management philosophy is derived primarily from the Toyota Production System (TPS) and was only identified as Lean in the 1990s. TPS is known to focus on reducing Toyota's upfront costs to improve overall customer value, but there is different perspectives as to how this is best achieved. From a small company to the world's largest automaker, Toyota's strong growth has focused on how it has achieved this success. The answer is simple and succinct: through value stream analysis and other lean techniques.

In the context of dynamically developing processes modern economy, creation of more and more complex production and control procedures, one of the most relevant approaches to their improvement is the introduction of methods to optimize various losses. First of all, this concerns the resources of enterprises - temporary, financial, technological, energy and others.

Features of the activity

In practice, there is a certain ceiling that is associated with the level of technological and organizational development systems (organizations, enterprises). It is clear that demanding total automation of production from a small tailoring workshop is inappropriate for various criteria, and above all for economic. However, regardless of the size of the system, it is necessary to ensure maximum and optimal use of available resources with minimum losses, which is true for any organization and type of activity.

In this case, it becomes necessary to use progressive methods of process control, which are based on the theory of creating lean or "lean" production. These include 5S and TPM systems, value stream mapping and SMED, etc.

Purpose of innovation

Lean ("lean") production is a system of special approaches to the organization of activities, which considers its main goal to eliminate various losses in the system. The mechanism is quite simple: anything that does not add value to the customer must be classified as redundant (waste) and removed from the system. It is clear that the cornerstone is the concept of "loss", since their definition will directly affect the effectiveness of the method. In this case, training in mapping the value stream of their specialists is a significant advantage in the service delivery market.

Loss types

"Lean Manufacturing" is one of the fundamental concepts of manufacturing logistics. And although there are several different approaches to determining losses, we highlight the most universal types:

Waiting time - any downtime will reduce the value of the final product. Waiting for materials, equipment repairs, information or guidance from management slows down the process and increases the cost of doing it.
Unnecessary operations (unnecessary processing of products) - unnecessary technological operations, project stages, everything that is provided for by standard procedures, but can be leveled without loss of customer confidence.
Unnecessary - searching for tools, equipment, irrational movements due to poor organization of the workplace, etc.
Unnecessary movement of materials - poor organization of the inventory system, lack of progressive transport logistics and outsourcing mechanisms for material and technical supply.
Excess inventory - binding working capital organizations as a result of high costs for excess items in the warehouse.
Technological losses - outdated data processing systems, technological processes and processing routes.
Losses from overproduction - the production of an excess amount of products, which leads to an increase in the costs of storage, transportation and subsequent sale.
Intellectual losses - the lack of mechanisms to encourage the initiative of workers and employees, a weak system of rationalization proposals, suppression of a creative approach to work.

Value stream mapping is one of the most common methods to eliminate system waste and optimize project execution processes. Lean manufacturing at the same time allows you to create an adaptive system that flexibly reacts to changes in environment.

This is a set of all actions (operations) that are performed on a product in order to achieve the required state or obtain the required characteristics. Actions are differentiated into two groups:

creating product value (adding value);
not creating value for the product.

As can be seen from the presented figure, the stages of technological change of the product (blue) add value to the product, and the stages of auxiliary operations - preparatory, transportation, storage - (pink) - on the contrary, rather reduce the value of the product due to unnecessary time losses.

The mapping process

The basis of the mapping technique is the development of a special graphical algorithm showing the process of product creation (project execution) in time. This algorithm received the name of the value stream map, which is a graphical model based on a certain set of symbols (signs, symbols).

The main advantages of the card:

obtaining a graphical model of the ongoing process, taking into account various additional processes for a holistic visual perception (the task is to see the general flow of events);
the ability to detect different at all stages of the project;
the possibility of parametric optimization of the resulting model in order to minimize all types of costs;
work with various indicators of the algorithm, which will find its expression in the improvement of real processes.

Formation of value stream mapping based on standard graphs and symbols - rectangular and triangular blocks, directional and stepped arrows and other shapes. It makes it possible to record the stages of the process under study in a language common to all specialists. At the same time, it is recommended to differentiate symbols depending on the considered flow - material or information.

Lean value stream mapping mechanisms allow you to identify all the places where unnecessary elements accumulate.

Construction rules

Value stream mapping involves a series of simple steps that will quickly create the desired project model with the given parameters. For example:

Analyze material and information flows in order to obtain a reliable picture of the current state of the process.
Pass streams live and reverse direction in order to identify hidden causes of losses and find negative patterns.
Under all circumstances, measure the time yourself, without relying on the results of other specialists or standard values.
If possible, create a map on your own, which will make it possible to avoid both other people's mistakes and template solutions.
Focus on the product itself, not on the actions of operators or pieces of equipment.
Build a map by hand, using a pencil or markers.
Visualize process elements using colors to improve perception.

Examples of value stream mapping

Let's consider an example of creating a flow map in the field of workflow, inherent in the activities of any institution.

The main task is to select the optimal supplier. The standard solution process is as follows: selection of a supplier (12 days) - preparation of the text of the contract (3 days) - coordination in functional services (18 days) - visa of an authorized person (3 days) - receipt of the manager's seal (1 day) - receipt of the counterparty's signature (7 days) - registration with the authorities (3 days).

In total, we get the required amount of time to obtain the required contract - 48 days. The result of the analysis was the identification of the most bottlenecks in the decision tree.

Major changes after map analysis:

An order was issued to delegate the signature of part of the documents to the heads of departments (reducing the load on the management apparatus and significantly reducing the number of approvals).
The same requirements have been developed for all services (a common understanding of the requirements for contractual documents, a decrease in the number of executors' mistakes).
The end-to-end principle of document analysis was implemented by creating a common group of specialists from different services.
New contract templates have been used.
Mechanisms for issuing documentation through an electronic system have been optimized.
Developed by electronic system tracking the quality of the passage of documents through the stages of the process.

The main result of the mapping of the value stream was a 2-fold reduction in the time required for obtaining contractual documents, including the time for approval in departmental services.

Conclusion

Recently, Value Stream Mapping (VSM) has become a very common method for optimizing the work of various organizations. This is due to its simplicity and affordability, minimal cost with a useful effect accumulating over time. There are many examples successful implementation of this basic method of production logistics: enterprises of the corporation "Rostec", "Transmashholding", JSC "Russian Railways", etc. federal level the creation of a lean production system in medical institutions is underway. In particular, it is proposed to carry out mapping of the value stream in polyclinics.

As you can see, the full potential of the considered method is just beginning to unfold.

Mapping is a fairly common tool in TECHNONICOL. It is used not only to analyze the entire flow, but also for individual processes.

One of the first factories where improvements were made using value stream mapping was the Uchaly plant. In 2006, a primer value stream was chosen. Prior to the start of mapping, it was determined what is the value for the client to produce only what the client wants; understand the inherent utility of the product from the customer's point of view as reflected in the sales price and market demand... Here is the choice of the product for production, and its characteristics. It was important to understand who our client is and what this client is really willing to pay for. We talked about the definition of value in detail in the chapter on clients.

In Uchaly, the mapping work was carried out under the direction of Production Director Sagadiev Aidar. Observations and measurements were carried out at the site for each operation, on the basis of which a map of the current state was created.

A simple diagram depicted each stage of the flow of materials and information necessary in order to fulfill a customer's order. Having identified the current value stream, we analyzed the current stream in terms of value-creating and non-value-creating operations. We saw a lot of losses to be eliminated:

Excess stocks:
- stocks of raw materials were 14 days, stocks finished products 9 days.
Excessive transportation:
- delivery of raw materials from the warehouse to the site, the distance from the site to the raw material warehouse is 50 meters one way up to 6 trips per day. Total 600 meters;
- control over solvent residues was carried out once a day. The distance to the tanks is 200 meters, for a total of 400 meters.
Overproduction:
- production was carried out on a push-out system.
Excessive movements:
- lack of a printer for printing a sticker on the site. The printer was located in a production workshop, the distance to which is 350 meters one way. The sticker was printed up to 3 times a day. Total movement to the shop for printing the sticker was 2100 meters per shift;
- transfer of samples for certification and quality control to the laboratory, which is located in the production workshop up to 3 times per shift. A total of 2100 meters per day.
Over-processing:
- packing the finished pallet with stretch film. Installing a pallet on a pallet wrapper up to 40 times a day, a distance of 6 meters, only 240 meters per shift, packing 1 pallet 1.5 minutes, only 1 hour per shift.
Waiting (downtime):
- waiting for the export of finished products on a pallet for packaging up to 30 minutes a day;
- waiting for the readiness of the first batch of primer - 40 minutes a day: before the start of the finished product, bitumen solidification in the counters - time for warming up up to 3 hours.

Then we proceeded to the third stage of mapping - the organization of the flow of the flow, made the future map of the value stream. Outlined an action plan:

Supplier area:
- reduction of raw material stocks up to 6 days. Delivery of buckets on the principle of "Molokovoz" (black and blue buckets in one car), ordering a solvent is not ten days, but just in time;
- installation of level gauges in containers with solvents with data output to a monitor in the control room (visualization of solvent residues);
- installation of a printer on site for printing a sticker on site;
- organization of a container warehouse directly near the primer bottling shop;
- transfer of all stocks of raw materials to a warehouse located next to the bottling workshop.
Production area:
- installation of heated bitumen meters on the site to prevent bitumen hardening;
- preparation of one batch of primer at the end of the previous shift for filling it at the beginning of the shift;
- organization of a laboratory at the site for the input control of raw materials, control technological parameters and certification of finished products;
- conducting experiments, receiving feedback from trading partners on the quality of delivery in the absence of 2 tapes for fastening and wrapping pallets with stretch tape;
- creature continuous process from the moment of labeling to packing the pallet;
- creation of a supermarket for stocks of packaging materials.
Shipping area:
- reduction of finished product stocks up to 4 days;
- installation of limiters at the ramp for quick installation machines for loading and unloading;
- installation of indicators for the number of the ramp and warehouse on the territory;
- placement of the loading ramp closer to the GP storage area.

Mapped the future value stream.

Figure 1. Current and future value stream maps, primer and cold mastic production site in Uchaly.

The area for the production of primer and cold mastics has undergone significant changes. After the implementation of activities, the time production cycle was reduced to 14 days, the time to create value was 95 seconds after the initial mapping in 2007, and 36 seconds in 2008 after the introduction of the stream. The turnover of finished products increased from 9.78 times a year in 2006 to 17 times a year in 2007. It was possible to double labor productivity at the site, to reduce stocks of raw materials by 8.6%, and stocks of finished products by 70.5%. Production and storage areas have been reduced by more than 30%.

When building a value stream map, we followed the recommendations of the authors of the book “Learn to see business processes. Practice of building maps of value streams ":

Work on improving the flow of the whole and of individual processes in the production flow of primer and cold mastics at the plant continues to this day, although, of course, the results are not as impressive as the first time. The process of continuous improvement follows a spiral. Each turn results in less and less significant reduction in losses and more closely related and effective work... At some point, continuous improvement turns into a series of small incremental improvements.

Gradually, mapping has become an integral part of the work of most departments of the company. The hand-drawn maps began to be transferred to the computer. The mapping process itself has become more formalized. Forms of documents for drawing up flow maps appeared, annual plans streamlining and stream analysis. If more than one division of the company was involved in the flow, they began to get together to work on improving the end-to-end flow. Figures 3-6 show the work to improve the flow of roofing roll materials that were sold through the company's distribution centers. Accordingly, two TECHNONICOL divisions are involved in the flow here: the Ryazan bitumen plant roofing materials Technoflex and the regional distribution center of the company, from where the whole range of the Company's goods is shipped and building materials third party manufacturers.

Figure 2. Map of the current value stream for the product group "Roll materials", Ryazan

Figure 3. Map of the future value stream for the "Roll materials" product group, Ryazan

Figure 4. Annual plan for improving the value stream for the product group "Roll materials", Ryazan

Figure 5. Analysis of the value stream for the product group "Roll materials", Ryazan

Process improvement

Mapping is a fairly common tool in TECHNONICOL. It is used not only to analyze the entire flow, but also for individual processes.

Figures 6 and 7 give an example of using a mapping tool to visualize, analyze and then improve the process of shipping finished products to a client.

Figure 6. Current map of the process of shipment of GP to the client, customer service department, Ryazan

On the current map, we see in the yellow shading the places of subsequent improvements, which made it possible to reduce the number of decisions on the client's side and increase the efficiency of the process, allowing to achieve the result reflected in the future map.

Figure 7. Future map of the process of shipment of GP to the client, customer service department, Ryazan

1 Primer is one of the quality and affordable compounds on the modern construction market for strong adhesion of glued materials to rough, porous and dusty surfaces.

2 Rother M. Learn to see business processes. Value Stream Mapping Practice / Mike Rother, John Shook; Per. from English - M.: Alpina Business Books: CBSD, Center for Business Skills Development, 2005. - 144 p.

(Value Stream Mapping) is a fairly simple and intuitive graphical diagram that depicts the material and information flows necessary to provide a product or service to the end consumer. A value stream map makes it possible to immediately see the bottlenecks of the stream and, based on its analysis, identify all non-productive costs and processes, and develop an improvement plan.

Mapping (VSM) is a visualized description in a certain form of the flow (material, informational) of value creation of a business process. Mapping is done in terms of “as it is”, “as it should be” and “as it will be”.

Using the VSM tool, a value stream map is created, which will allow you to clearly identify the value creation time and waste that exist in the value stream.

A creation flow map is a tool that can be used to map material and information flows during value creation. Time to create value is considered to be the time to complete the work that transforms the product so that consumers are willing to pay for it. Value stream - all the activities (value adding and non-value adding) needed to produce a product.

Everyone knows that the needs of the consumer are constantly growing, which means that the process of improvement is also continuous, since it is aimed at transforming the needs of the consumer into specific products.

The main stages of mapping (Value Stream Mapping)

Features of Value Stream Mapping

A value stream map must be compiled from the end of production to its initial stage. Moreover, this path can capture not only the first production stage, but also product development, procurement necessary materials... At each production site, the following must be recorded:

Time cycles of operations that add value to the product;
Time of operations that do not add value to the product;
The number of products at the stage of work in progress;
The amount of inventory available to manufacture the product;
The number of operators who perform operations.

It is desirable to evaluate the indicators in monetary terms, which will allow the most effective the financial analysis the cost of manufacturing the product. Work on mapping (VSM) must be carried out precisely in those areas where the production process takes place.

Pay attention to the training program

Value stream mapping is a fairly simple and intuitive graphical diagram that depicts the material and information flows required to provide a product or service to the end consumer. A value stream map makes it possible to immediately see the bottlenecks of the stream and, based on its analysis, identify all non-productive costs and processes, and develop an improvement plan.

Value stream mapping includes the following steps:

1. Documenting the current state map

2. Analysis of the production flow

3. Creating a future state map

4. Development of an improvement plan

Mapping - a visualized description in a certain form of the flow (material, informational) value creation of a business process. Mapping is done in terms of “as it is”, “as it should be” and “as it will be”.
With the help of this tool, a value stream map is created, which will allow you to clearly identify the value creation time and waste that exist in the value stream.

A creation flow map is a tool that can be used to map material and information flows during value creation. Time to create value is considered to be the time it takes to complete the work that transforms the product so that consumers are willing to pay for it. Value stream - all the activities (value adding and non-value adding) needed to produce a product.

Unfortunately, practice shows that our losses amount to the lion's share process, their size reaches 80% - this is the field of activity for the Kaizen system: continuous improvement; a way of striving for excellence through the elimination of losses; suggestions for elimination of losses.

Value stream mapping includes the following steps:

Documenting the current state map

At this stage, a detailed description of the process of creating a single product (or product family) is created, indicating all operations and states, required time, number of employees, information flows, etc.

2. Production flow analysis

The purpose of building a map of the current state is to identify: actions that create any consumer value, and actions that do not create it.

Of the latter, some may be necessary and cannot be eliminated (for example, accounting), such actions should be optimized as much as possible, others may be reduced or optimized (for example, transportation or storage). For this, the customer's requirements for the quality and properties of the product are clarified. Product characteristics that should not be changed under any circumstances and characteristics that can be changed by agreement are determined. It is only on the basis of such information that it is possible to accurately determine where customer value is created and where not.

Creating a future state map

The future state map reflects the ideal state after all the planned changes have been made. The identification of hidden losses is also carried out with the aim of their subsequent elimination.

4. Developing an improvement plan

Determination of methods of transition to a future state, assignment of specific tasks, deadlines and those responsible for implementation.

Pulling line production

Pulling production (eng. pull production) - a production organization scheme, in which the volume of production at each production stage is determined solely by the needs of subsequent stages (ultimately - the needs of the customer).

The ideal is “single piece flow”, that is, the supplier (or internal supplier) located upstream does not produce anything as long as the consumer (or internal consumer) located below he will not inform him about it. Thus, each subsequent operation "pulls" the product from the previous one.

This way of organizing work is also closely related to line balancing and flow synchronization.

Kanban system

The KANBAN system was developed and first implemented in the world by Toyota.

KANBAN is a Japanese word meaning "signal" or "card". It is a method used to pull products and materials onto lean production lines. There are several options for KANBAN, depending on the application: starting the previous process, double-bin (single-card), multi-card, single-use kanban, etc.

KANBAN allows you to optimize the planning chain of production activities, starting from demand forecasting, planning production tasks and balancing / distributing these tasks across production facilities with optimization of their load. Optimization is understood as "not doing anything superfluous, not doing ahead of time, reporting an emerging need only when it is really necessary."

The Kanban System is a production management tool that enforces just-in-time, the first principle of the Toyota Production System.
Essentially, kanban is simple form direct communication, always where it is needed. In most cases, kanban is a piece of paper sealed in a transparent plastic bag. This leaflet indicates which parts to deliver or which parts to assemble.
The leaflet contains information that can be divided into three categories:
- information on receiving products;
- information about transportation;
- information about the product itself.

Kanban controls the flow of products and the entire production process of the company in a "pull" system... Kanban communicates information along vertical and horizontal production hierarchies both within Toyota itself and in the system of Toyota cooperation with partners. When used correctly, the kanban system can synchronize and structure all stages of work.

As a result, one sheet of paper contains the following information: quantity of products, time, method, sequence or quantity of shipments, time of transport, place of delivery, place of storage, means of transport, container, etc. If the components arrive earlier than the required time - not at the exact time, losses cannot be avoided. Kanban allows you to get delivery right on time because its purpose is precisely on time delivery. In essence, kanban becomes the autonomous nerve of the production line.

In the Toyota production system, overproduction is completely avoided thanks to kanban. As a result, there is no excess inventory, and therefore, there is no need for warehouses and warehouse workers. In addition, there is no need for piles of unnecessary documents. Kanban also draws attention to the need to avoid losses. Its application stimulates creative thinking and initiative, and it immediately becomes clear where the waste is.
Kanban functions:
- Provides information about the place and time of receipt and transportation of products.
- Provides information about the product itself.
- Prevents overproduction and use of unnecessary vehicles.
- Used as a work order.
- Prevents the production of defective products by identifying at which stage defects appear.
- Detects existing problems and helps control production volumes.

An essential function of kanban is to provide information that links the preceding and following processes at each level.... Kanban accompanies products and is an important means of communication within the operational delivery system.

If the enterprise could not fully master the method of work in which all production is organized in the form "flow", he will not be able to jump directly to the Kanban system. Other conditions include exact "alignment" of production and full compliance with standard working methods. For kanban to work successfully, production stabilization and leveling are imperative.

According to the first and second rules, kanban serves as a receive, transport or delivery order and a manufacturing order. The third rule prohibits the purchase or manufacture of products without kanban. The fourth rule requires that a kanban card be attached to the product. The fifth rule dictates the condition that 100% of products are produced without defects (that is, it contains a ban on sending defective products to subsequent processes). The sixth rule encourages us to reduce the number of kanbans... Half-introducing kanban leads to tons of problems and zero benefit.
Kanban always accompanies products and therefore becomes a production order for each process. In this way, kanban prevents overproduction, the category with the highest production loss.
To confidently produce 100% defect-free products, we must establish a system that automatically informs us of any process that produces defective products. That is, a system in which the process producing defective products is immediately fixed. In fact, this is an area where the Kanban system has no equal.
An important feature of kanban is the ability to fine-tune within certain limits automatically. There is no detailed preliminary plan on the line, and the workers do not know which car model they will build until they read the kanban.

Generally, the kanban system can be applied in repetitive production plants.... However, the repetitive nature of production may not have much impact if there are temporary or quantitative fluctuations in the production process. Kanban is not applicable to make-to-order production of each item based on recurring, unpredictable orders. More than others, manufacturing benefits from the introduction of kanban, which deals with parts that require common processes.

For a just-in-time production pull system to function successfully, there must be a certain mechanism for controlling the movement of component elements. Kanban is currently the most effective and most widely used just-in-time support mechanism. "Kanban" was developed in Japan at the Toyota factories and translated from Japanese means "sign", "signal" or "card".

There are two types of kanban cards: a production card and a shipping card. A kanban shipping card is included on every shipping or shipment container of parts. It contains information about the number of the component, the number of the container, the number of items in the container. For the smooth operation of the production pull system and timely customer service, it is necessary to have a certain buffer stock of materials and products. When an item is removed from the reserve, a signal is sent to the input of a certain element of the production system that the volume of reserves has decreased. Then this element of the production system produces one item to replenish the buffer stock. The Kanban job card is precisely the signal that informs production system about the need to carry out an operation to produce the required product. It is a permit to receive or manufacture the next batch of components.
The Kanban job card has a number of different implementations.
Container option. Sometimes the container itself is used as a kanban card. For example, the appearance of an empty conveyor at a production site is a signal that it needs to be filled. And the number of empty conveyors
Option of floor (table) signs. To indicate storage locations, markings (in the form of a rectangle or circle) on the floor or on the table are used. An empty rectangle signals the need to supply this component, a filled rectangle means that these parts are not needed.
Colored balls option. When the number of parts is reduced to the maximum level, a ball is dropped into the pipeline connecting the two sections.
Required amount circulating in production process Kanban cards in proportion to the lead time, the average number of parts consumed by the subsequent section per unit of time and the size of the safety stock. In this case, the safety stock should be of such a level that, taking into account fluctuations in demand or supply, to ensure timely delivery of products to customers.

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