Mistaken Kanbans will open your eyes to the reasons most Kanban implementations do not work as explained by an expert in Kanban Systems. It will give you a roadmap to guide you through the necessary steps to implementing a successful Kanban System. This book carefully identifies and explains the intricacies of a Kanban System within the context of a pull production system. The author's implementation, wisdom, and experience are shown in how he articulates the complexity of a Kanban System for learners at any level of Lean.
"An indispensible book on Lean and Kanban. . . a must have for your library."
Dr. Mestre, Professor, Northwest University, Kirkland, WA.
Content of the Book:
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Reduction of inventories by Just-In-Time
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Supermarkets and the Kanban System
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Waste Elimination
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Interdepartmental Implementation of Kanbans
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Top Managements Role in TPS
Will help you:
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Understand the framework to implement a successful Kanban System
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Illustrate and provide great examples of the methods behind Kanban
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Understand the role Kanbans serve in Lean production models
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Identify and explain the intricacies of a Kanban System
Publishers Note
Foreword
Chapter 1 : Mistaken Kanbans
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We Simply Misunderstood the Toyota System (My Company)
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Reduce Inventory by "Just-in-Time"
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Never-Ending 5S and Waste Elimination
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Defeated by the Kanban System
Chapter 2 : The Real Explanation of the Toyota System
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Waste Elimination is the Foundation of the Toyota System
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Basic Principles of "Just-in-Time", The Foundation for Removing Wastes
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Basic Principle in Eliminating Wastes by Implementation of "Jidoka"
Chapter 3 : I Knew that Kanbans were Important
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The Fundamentals of Kanbans
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Let's Make a Kanban
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Kanbans Can Become Deadly Weapons if not Used Properly
Chapter 4 : Cell Production and Kanbans Become Misfortune without the Overall Optimization
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The Time When Positive Results of Cell Production Vanish
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Spreading Improvements from Factories to Suppliers
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Results of Continuous Improvement in Factories are not Reflected in Sales Department
Chapter 5 : Absense of Participation from the Top Management Leads to War without Codes
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War without Codes between Departments
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Caught in the Trap of Accounting System
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The Top Management only gives Commands and Nothing Else
Chapter 6 : The True Methods of Practicing the Toyota System
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The Toyota System is a New Religion
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A Flow in Production
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Steps for Implementing the Toyota System
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Step 1 : "Creating a Flow in Every Process"
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Step 2 : Formulating the "Just-in-Time" Mechanism
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Step 3 : Remember that Continuous Improvement is a Never-Ending Effort
Afterword
List of Figures
Index
