The Toyota Production System uses Kanban to “Pull”, Therefore Improving Their Production System
Kanban is Toyota’s Pull System, It was designed by reconceiving production by looking at production flow in reverse. The downstream process uses kanban to request from the upstream process.
It enabled Lean Production, replacing Mass Production,
Kanban allows Toyota to:
- Firstly, Minimize Inventory,
- Above all, Assign all workers as Quality Assurance Inspectors to reduce defects,
- Build cars based on customer orders,
- Reduce Lead Times,
- Certainly, Increase Productivity,
- Reduce floor space requirements,
- Improve on-time delivery,
- increase stock turnover,
- Decrease scrap waste, and
- Increase Financial Performance.
Kanban or an Extremely Flexible “Pull” System
Push, Pull, and Flow represents how processes connect to each other. Push is department focused and production is based on speculated orders. “Pull” is Above All, based on customer orders, and is Value Stream based. Flow, the most ideal connection, happens when the upstream and downstream processes complete their tasks at the same time.
If you intend to implement “Pull“, it is best done in an area of Flow.
Toyota took 12 years to implement kanban throughout the company. It should not take you that long. Toyota was designing it as they went.
“Pull” is more temperamental than the go-for-broke, Push system. Production Leveling improves “Pull” operations. The good news is that there are some relatively easy ways to Production Level.