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Artículos de revistas sobre el tema "Kanban"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Wang, Hai Yan. "The Electronic Kanban System for Mixed-Model Assembly Based on Simulated Annealing Algorithm." Advanced Materials Research 403-408 (November 2011): 4355–59. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.4355.

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After discussing the technology of electronic Kanban, simulation annealing algorithm is introduced to determine the number of Kanbans and lot sizes of part types under the environment of variant demand, stochastic processing times and different types of products. Also a newly developed Kanban system is presented to dynamically and timely adjust the number of Kanbans in order to offset the blocking and starvation caused by surging demands and stochastic processing times. A simulation model of Kanban system is built to verify the various performances of electronic Kanban and traditional one. At

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2

Shima, Kosuke, Masahiro Yamaguchi, Takumi Yoshida, and Takanobu Otsuka. "Status Estimation and In-Process Connection of Kanbans Using BLE Beacons and LPWA Network to Implement Intra-Traceability for the Kanban System." Sensors 21, no. 15 (2021): 5038. http://dx.doi.org/10.3390/s21155038.

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IoT-based measurement systems for manufacturing have been widely implemented. As components that can be implemented at low cost, BLE beacons have been used in several systems developed in previous research. In this work, we focus on the Kanban system, which is a measure used in manufacturing strategy. The Kanban system emphasizes inventory management and is used to produce only required amounts. In the Kanban system, the Kanban cards are rotated through the factory along with the products, and when the products change to a different process route, the Kanban card is removed from the products a

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3

Naufal, Ahmad Adnan, Ahmed Jaffar, Yusoff Noriah, and Nurul Hayati Abdul Halim. "The Effect of Optimum Number of Kanbans in just in Time Production System to Manufacturing Performance." Applied Mechanics and Materials 315 (April 2013): 645–49. http://dx.doi.org/10.4028/www.scientific.net/amm.315.645.

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This paper discusses a method to determine optimum numbers of kanban in Just In Time production system and analyzes effect of optimum numbers of kanban to manufacturing performance. Method to determine kanban numbers was carried out by designing kanban flow based current situation, gathering relevant parameter on floor and company database, and calculating of kanban quantity through basic mathematical model. The basic mathematical model of kanban is derived according to designated kanban flow in JIT production system. The optimum number of kanbans would control and regulate material flow in ma

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4

Hassan, Nayebi Erfan, Nasim Nahavandi, and Arman Sajedinejad. "Development of a Simulation Model for Evaluating the Extended Kanban System with Dynamic Kanban Quantity Adjustment Policy." Journal of Modeling in Engineering 16, no. 52 (2018): 311–30. https://doi.org/10.5281/zenodo.14013000.

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Kanban systems are one of the effective solutions for inventory control in just-in-time production systems. Evaluating the Kanban system, which is defined based on the mechanism for controlling material flow and managing the appropriate quantity and timing of product production, is of great importance. In this article, a new method for dynamically adjusting the number of Kanbans at each stage based on the backlog demand at the final station is presented. One of the advantages of the proposed method is the simplicity of adjusting its parameters.  To determine the number of Kanbans and eval

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5

Ratnayake*, RMVS, WDG Lanarolle, and RMDT Ratnayake. "Kanban in Apparel Manufacturing: A Case Study." International Journal of Emerging Science and Engineering 7, no. 3 (2021): 1–9. http://dx.doi.org/10.35940/ijese.c2509.067321.

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Pull system and Kanban are effective lean manufacturing tools. Though many companies in various manufacturing fields have successfully implemented pull manufacturing using Kanban systems, such studies in apparel manufacturing are rarely found. Kanban system was implemented in an apparel manufacturing company, which had implemented some of the lean manufacturing tools. The apparel manufacturing line was identified in four different sub sections and separate Kanbans were used in each sub section. The system was evaluated using two parameters: the number of Kanban cards in each point; the product

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6

RMVS, Ratnayake, Lanarolle WDG, and Ratnayake RMDT. "Kanban in Apparel Manufacturing: A Case Study." International Journal of Emerging Science and Engineering (IJESE) 7, no. 3 (2021): 1–9. https://doi.org/10.35940/ijese.C2509.067321.

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Pull system and Kanban are effective lean manufacturing tools. Though many companies in various manufacturing fields have successfully implemented pull manufacturing using Kanban systems, such studies in apparel manufacturing are rarely found. Kanban system was implemented in an apparel manufacturing company, which had implemented some of the lean manufacturing tools. The apparel manufacturing line was identified in four different sub sections and separate Kanbans were used in each sub section. The system was evaluated using two parameters: the number of Kanban cards in each point; the product

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7

Herawan, Fredi, and Widya Setiafindari. "INVENTORY CONTROL ANALYSIS USING KANBAN AND JUNBIKI MODELS." Jurnal Disprotek 15, no. 2 (2024): 98–104. https://doi.org/10.34001/jdpt.v15i2.6486.

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The development of many companies in Indonesia requires good and disciplined management, particularly in inventory control. PT XYZ has experienced inefficiency and ineffectiveness due to inventory buildup. The problems stem from employees performing double jobs, leading to production delays and increased storage costs, which have caused the company to incur losses. This research analyzes and evaluates the effectiveness of two inventory control methods, kanban and junbiki, aiming to determine which method is more effective in minimizing inventory control issues. The kanban production system inv

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8

González-R., Pedro Luis, José M. Molina, José M. León, and Rafael Ruiz-Usano. "Evaluación del impacto del reprocesado en los sistemas Kanban y Conwip." Dirección y Organización, no. 42 (December 1, 2010): 46–53. http://dx.doi.org/10.37610/dyo.v0i42.348.

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Desde las primeras implementaciones de los sistemas de control de la producción basados en tarjetas (kanbans) han ido evolucionando (apareciendo nuevos sistemas) y aplicándose paulatinamente en la práctica. A medida que crece su uso en diferentes entornos, han surgido dudas acerca de la selección de uno u otro sistema dependiendo de las características par ticulares del entorno. En este sentido se enmarca el presente trabajo, centrándonos en el comportamiento de los sistemas Kanban y Conwip bajo el reprocesado de piezas en una estación. Los resultados muestran la conveniencia del empleo del si

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9

DALLERY, YVES, and GEORGE LIBEROPOULOS. "Extended kanban control system: combining kanban and base stock." IIE Transactions 32, no. 4 (2000): 369–86. http://dx.doi.org/10.1080/07408170008963914.

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10

Guo, Jun Li, Jia Ying Teng, Shu Qin Li, Dong Yan Wan, and Xue Jiang. "Study on Electronic Kanban Management System in Steel Structure Engineering of an International Expo Centre." Advanced Materials Research 621 (December 2012): 375–80. http://dx.doi.org/10.4028/www.scientific.net/amr.621.375.

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E-Kanban management is an effective tool to achieve lean and just-in-time(JIT) production. Based on the analysis of the traditional Kanban and the advantages of E-Kanban, types and function of E-Kanban in construction industry are proposed. The framework of E-Kanban management in steel structure engineering of an international expo center which covers decision layer, business layer and technical support layer is built in this paper. The E-Kanban management system and the models of E-Kanban in steel structure engineering are designed on basis of this framework. The system focuses on function an

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11

Pavlo Kandur, Pavlo Kandur, Oleksandr Markelov Oleksandr Markelov, and Vira Oksentyuk Vira Oksentyuk. "INFORMATION TECHNOLOGY TOOL FOR AUTOMATING PROJECT PLANNING BY INTEGRATING KANBAN AND GANTT APPROACHES." Computer Design Systems. Theory and Practice 6, no. 2 (2024): 101–8. http://dx.doi.org/10.23939/cds2024.02.101.

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The subject area of visual project management for Kanban and Gantt approaches is researched; the advantages and difficulties of their usage are analysed; existing web solutions such as Kanbanly, My work board, Kanbanier, Kanbana, Kanbanote are analysed. The information architecture of the web application for automating the integration of both Kanban and Gantt project management approaches is presented; the flow of information events, the structure of the database, objects in the application using IDEF0, DFD, UML, ER diagrams are presented. The effectiveness of using the created application for

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12

Makarand, Prabhakar Lehekar, and Mangesh Urne Prof. "Implemetation of Kanban." International Journal of Trend in Scientific Research and Development 1, no. 6 (2017): 598–621. https://doi.org/10.31142/ijtsrd4616.

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Kanban is a scheduling system for lean and just in time JIT production. Kanban is a system to control the logistical chain from a production point of view. Kanban was developed by Taiichi Ohno, at Toyota, to find a system to improve and maintain a high level of production. Kanban is one method through which JIT is achieved.Kanban became an effective tool in support of running a production system as a whole, and it proved to be an excellent way for promoting improvement. Problem areas were highlighted by reducing the number of kanban in circulation. Makarand Prabhakar Lehekar | Prof. Mangesh Ur

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13

Puar, Zahidi Putra, and M. Tirtana Siregar. "RANCANGAN SISTEM ELEKTRONIK KANBAN UNTUK MENINGKATKAN EFEKTIVITAS PRODUKSI JUST IN TIME." JURNAL MANAJEMEN INDUSTRI DAN LOGISTIK 1, no. 1 (2017): 86. http://dx.doi.org/10.30988/jmil.v1i1.11.

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Penelitian ini memaparkan pembangunan sistem elektronik Kanban untuk menggantikan sistem Kanban konvensional. Banyak penelitian yang dilakukan sebelumnya untuk mengoptimasi jumlah Kanban, akan tetapi kelemahan yang masih ditemui adalah apabila terjadi perubahan perencanaan produksi maka harus dilakukan optimasi ulang jumlah Kanban dan hal itu tentu saja memerlukan waktu dan biaya. Dalam perkembangannya, Perusahaan telah menerapkan sistem Kanban untuk mendukung sistem produksi Just In Time, namun masih saja ditemukan permasalahan yang terjadi dilapangan dikarenakan sistem yang diterapkan menggu

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14

Belt, Bill. "MRP et Kanban." Revue Française de Gestion Industrielle 4, no. 2 (1985): 3–25. http://dx.doi.org/10.53102/1985.4.02.56.

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15

Lehekar, Makarand Prabhakar, and Prof Mangesh Urne. "Implemetation of Kanban." International Journal of Trend in Scientific Research and Development Volume-1, Issue-6 (2017): 598–621. http://dx.doi.org/10.31142/ijtsrd4616.

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16

Gupta, Surendra M., Yousef A. Y. Al‐Turki, and Ronald F. Perry. "Flexible kanban system." International Journal of Operations & Production Management 19, no. 10 (1999): 1065–93. http://dx.doi.org/10.1108/01443579910271700.

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17

Rokoss, Alexander, Lennart Popkes, Kathrin Kramer, Thorben Green, and Matthias Schmidt. "KI-Kanban-Behälter." Zeitschrift für wirtschaftlichen Fabrikbetrieb 118, no. 1-2 (2023): 59–63. http://dx.doi.org/10.1515/zwf-2023-1004.

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Abstract Mit dem Kanban-Verfahren gesteuerte Produktionssysteme nutzen heute elektronische Unterstützung zur Verfolgung einzelner Behälter, um datenbasiert Logistikprozesse zu verbessern. Dieser Beitrag stellt eine alternative technische Auslegung vor. Es finden mit Sensoren ausgestattete Behälter Verwendung, welche über einen KI-fähigen Mikrocontroller ihren Standort im Produktionssystem dezentral ermitteln, um ohne feste Erfassungspunkte eine permanente Nachverfolgbarkeit der Behälter zu gewährleisten.

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18

Graef, Hans-Helmut, and Jutta Wesemann-Ruzicka. "Kanban mit RFID." HMD Praxis der Wirtschaftsinformatik 47, no. 2 (2010): 36–48. http://dx.doi.org/10.1007/bf03340454.

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19

BOCA, Grațiela Dana, and Arzum ISITAN. "TRANSFER FROM TRADITIONAL KANBAN TO KANBAN 4.0 IN SMART FACTORY." Review of Management and Economic Engineering 20, no. 3 (2021): 210–27. https://doi.org/10.71235/rmee.108.

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Type Quality 4.0 aligns with the new trend in Industry 4.0, successfully moving through quality management to the digital environment. Companies that invest in Quality 4.0 will achieve significant improvements in the value chain through operational efficiency and services, thus maintaining customer satisfaction but at the same time and implementing a culture of company quality. Quality 4.0 refers not only to technology, but also to people who use technology in technological processes. Applying the traditional methods Kanban, Gemba and the 7 W’s ‘’without’’ some weak links of the technological

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20

Suci Adiansyah and Ari Zaqi Al Faritsy. "Perancangan Sistem Kanban untuk Mengurangi Work In Process di Lantai Produksi." Jurnal Teknologi dan Manajemen Industri Terapan 3, no. 2 (2024): 151–59. http://dx.doi.org/10.55826/jtmit.v3i2.324.

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Perusahaan manufaktur yang mengkhususkan diri dalam pengolahan hasil hutan menjadi produk jadi berupa kayu lapis menghadapi tantangan terkait manajemen work in process (WIP) di berbagai stasiun kerja, termasuk pada stasiun pengeringan. Penelitian ini bertujuan untuk mengusulkan solusi melalui penerapan metode kanban untuk mengurangi WIP. Langkah-langkah yang dilakukan mencakup penentuan penjadwalan produksi, perancangan format kanban, penentuan aliran kanban, penentuan kapasitas kontainer, perhitungan jumlah kanban, dan perbandingan jumlah WIP sebelum dan sesudah implementasi sistem kanban. Ha

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21

Yuniar, Cinthya Ratna, Wida Riana, Ulfa Nur Maa'idah, and Erna Agung Rakhmawati. "Effectiveness of Supply Management Using Kanban System in Hospital Pharmacy Logistics: A Case Study." Airlangga Journal of Innovation Management 4, no. 2 (2023): 125–35. http://dx.doi.org/10.20473/ajim.v4i2.47010.

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The aims of this research are, first to determine the stock profile of medical consumables before and after the implementation of Kanban system, and second to analysis the effectiveness inventory management of Kanban application. The research method uses descriptive quantitative by comparing the pre-experimental and post-experimental averages. An experiment was conducted to apply the Kanban system to pharmaceutical logistics at a hospital in Ponorogo for two months. Analysis using the FSN method based on TOR, ROP method, Safety Stock method followed by the implementation of the Kanban system.

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22

Niken Ayu Pramudita, Murman Dwi Prasetio, and Pratya Poeri Suryadhini. "Perancangan Sistem Kanban untuk Mengurangi Keterlambatan Komponen Rear Spar." Jurnal Sistem Cerdas 6, no. 3 (2023): 232–40. http://dx.doi.org/10.37396/jsc.v6i3.339.

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Kanban literally means a visual note that usually takes the form of a card placed in a rectangular vinyl envelope and containing part information sent from one process to the previous process. The application of kanban is believed to optimize the production process. In this study, the kanban system was designed to reduce delays in Rear Spar components at PT. XYZ, a manufacturing company that produces aircraft, such as NC212 aircraft. The Rear Spar component on NC212 aircraft is often delayed. The main cause of Rear Spar delays is the unclear information and material flow so that operators on t

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23

Hu, Rong, Fei Gao, and Cheng Gong. "An E-Kanban System for Fork Truck Assembly Lines." Applied Mechanics and Materials 220-223 (November 2012): 259–62. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.259.

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Because there are many in-process material stocks in current fork truck plants, kanban theory was employed to solve the problem. First, a business logic of the e-kanban system, which consists of ERP system, production plan configure system, e-kanban config & auto-collect system, routers, delivery points, LED control card and e-kanban screen, was described. Second, a control logic model of the e-kanban system was investigated. Third, arithmetic of data collection was presented. Finally, the e-kanban system is put in practice in a fork struck plant.

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Müller, Egon, Juri Tolujew, and Florian Kienzle. "Push-Kanban – a kanban-based production control concept for job shops." Production Planning & Control 25, no. 5 (2012): 401–13. http://dx.doi.org/10.1080/09537287.2012.701021.

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YANG, KUM KHIONG. "MANAGING A FLOW LINE WITH SINGLE-KANBAN, DUAL-KANBAN OR CONWIP." Production and Operations Management 9, no. 4 (2009): 349–66. http://dx.doi.org/10.1111/j.1937-5956.2000.tb00463.x.

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26

Hartono, Rudi. "Penerapan Kanban Model Sebagai Metode Perancangan Sistem Informasi (Studi Kasus: Pemetaan Sekolah SMA/K/MA Kota Tasikmalaya)." JURNAL PETIK 8, no. 1 (2022): 27–34. http://dx.doi.org/10.31980/jpetik.v8i1.1252.

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Abstract — Methodologies in software development are now increasing, agile methods with a variety of modeling, one of which is kanban. Kanban is used for the first time in Toyota’s manufacturing system. Kanban has various benefits that make it perform better than other methods for developing software projects, delivering rapid results over a set period of high quality and low cost, and it can be visualize the flow of the work. The purpose of this study is to apply kanban modeling in the design of information systems, as case studies are implemented on a GIS based information system for the map

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27

Beju, Livia Dana, and Stanislaw Legutko. "Kanban Systems in the Context of the Enterprise Systems." MATEC Web of Conferences 343 (2021): 03001. http://dx.doi.org/10.1051/matecconf/202134303001.

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Companies are under increasing pressure from customers, competitors, limited resources, etc. These conditions oblige companies to permanently improve their organizational structure and the activities of all system’s flows. The paper analyses the types of Kanban systems, in the broader context of the enterprise systems. The most important reference architectures were analysed (with the emphasis on the modules dedicated to flow description) and the standards that allow the activity modelling of a manufacturing enterprises. Starting from this context, the paper describes three models of Kanban sy

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28

Oh, Beom Seok, and Jaiil Park. "Development Simulator for Operation of Kanban System." Advanced Materials Research 201-203 (February 2011): 1127–30. http://dx.doi.org/10.4028/www.scientific.net/amr.201-203.1127.

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Kanban is the method for operation control as tools that decrease stocks. Kanban can control over stocks Just-In-Time which is effective system in repressing the over stocks. In this research, we studied method of operation using Kanban simulator and this paper has a purpose to design for Kanban System.

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Nurfiantara, Wahid, and Anon Mirmani. "Service Excellence in University Archive of Universitas Indonesia." Record and Library Journal 8, no. 1 (2022): 99–108. http://dx.doi.org/10.20473/rlj.v8-i1.2022.99-108.

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Background of the study: The increasing number of archive services with the implementation of online archive services. This increase services needs to work with excellence service in university archive. The Kanban method is a potential service management approach. This study examines the application of kanban in university archive services and what needs to be considered for its successful implementation. Purpose: This study aims to evaluate and provide recommendations for improving the implementation of the kanban system in university archive services. Method: This study uses a qualitative me

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Agung, Permanajati MD. MBA. FISQua, and Maya Puspita Putri. "Using Kanban to Improve Indonesian Health Coverage Patient Task Id at Astrini Hospital Wonogiri." INTERNATIONAL JOURNAL OF MEDICAL SCIENCE AND CLINICAL RESEARCH STUDIES 04, no. 01 (2024): 103–6. https://doi.org/10.5281/zenodo.10560935.

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<strong>Introduction: </strong>Hospital is a complex industry organization comprises providers, therapies, physical location, technology and innovation. Digital transformation from Indonesian Health Coverage making us to give their patient excellence health service. For maintain our team to give patient best quality service excellence, we aplicated one of tool lean management such as kanban   <strong>Purpose: </strong>to see either kanban is effective way to evaluate and improve our quality service delivery   <strong>Method: </strong>We made kanban board from discussio

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31

Deng, Qian Wang, and Jie You Wang. "Leveling-Based Kanban Calculation in Production System." Applied Mechanics and Materials 229-231 (November 2012): 2514–17. http://dx.doi.org/10.4028/www.scientific.net/amm.229-231.2514.

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The paper defines replenishment time based on the leveled consumption controlled loop in production system. Then it proposes a method of Kanban calculation. Traditional production system dose not consider leveling principle, thus the replenishment time is not accurately and more likely to double or miss counting number of Kanban. In the paper, Replenishment time is specified into more parts to reflect all influence in production process, and leveling combined with consumption controlled loop is taken into consideration for the replenishment definition. A new defined replenishment time is a bas

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32

McLean, Jaclyn, and Robin Canham. "Managing the Electronic Resources Lifecycle with Kanban." Open Information Science 2, no. 1 (2018): 34–43. http://dx.doi.org/10.1515/opis-2018-0003.

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Abstract This paper discusses the implementation of Kanban as the framework for managing electronic resources workflows by presenting case studies from the University of Saskatchewan Library and at the Saskatchewan Polytechnic Library in Saskatchewan, Canada. Librarians at both institutions independently chose to adopt Kanban to manage electronic resources work, applying the essential Kanban framework of lists titled to do, in progress, and done. Examining the similarities and differences in each librarian’s experience and discussing two different software programs used, we have included descr

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Takahashi, Katsuhiko. "Comparing reactive Kanban systems." International Journal of Production Research 41, no. 18 (2003): 4317–37. http://dx.doi.org/10.1080/0020754031000152569.

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Takahashi, Katsuhiko, and Nobuto Nakamura. "Decentralized reactive Kanban system." European Journal of Operational Research 139, no. 2 (2002): 262–76. http://dx.doi.org/10.1016/s0377-2217(01)00358-7.

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Huang, Chun-Che, and Andrew Kusiak. "Overview of Kanban systems." International Journal of Computer Integrated Manufacturing 9, no. 3 (1996): 169–89. http://dx.doi.org/10.1080/095119296131643.

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Henderson, Bruce D. "THE LOGIC OF KANBAN." Journal of Business Strategy 6, no. 3 (1986): 6–12. http://dx.doi.org/10.1108/eb039115.

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Schonberger, Richard J. "Kanban?automatic constraints manager." Journal of Corporate Accounting & Finance 11, no. 4 (2000): 73–76. http://dx.doi.org/10.1002/1097-0053(200005/06)11:4<73::aid-jcaf10>3.0.co;2-0.

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38

Zucker, Alan. "Milestone-Kanban scheduling technique." Business & Management Collection 2025, no. 2 (2025): e1006501. https://doi.org/10.69645/hthj7144.

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Herdiansyah, Dimas. "PERANCANGAN DAN PENERAPAN SISTEM KANBAN DI PT XY." Jurnal Ilmiah Teknologi Infomasi Terapan 6, no. 2 (2020): 57–64. http://dx.doi.org/10.33197/jitter.vol6.iss2.2020.330.

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PT XY merupakan perusahan yang sering mengalami produksi minus setiap bulannya. Permasalahan keterlambatan pengiriman part dari gudang ke lini produksi karena sistem supply material yang belum terstruktur, sehingga terjadi penghambatan produksi yang mengakibatkan terlambatnya penyelsaian produk. Untuk memenuhi target produksi maka dilakukan waktu lembur tambahan, sehingga biaya yang ditanggung perusahaan akibat tidak tepatnya sistem supply material menjadi tinggi. Penelitian ini mencoba untuk mengusulkan sistem informasi berupa kanban pengiriman part ke lini produksi dengan menggunakan sistem

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40

Kurniawan, Wingky, Raharto Raharto, and Muryanto Muryanto. "Implementasi Kanban untuk Meminimalisir Kesalahan Penempatan pada Inventory System." Widya Cipta: Jurnal Sekretari dan Manajemen 6, no. 2 (2022): 162–67. http://dx.doi.org/10.31294/widyacipta.v6i2.13658.

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Saat ini PT. TMMI adalah salah satu perusahaan yang menghasilkan beberapa jenis produk, seperti air, oil dan fuel filter untuk berbagai kendaraan otomotif di Indonesia. Produk yang dilakukan produksi tersebut terdapat dua bagian, yaitu spin on dan element. Keduanya dibedakan dari, spin on menggunakan body, sedangkan element tidak menggunakan body. Pada persediaan PT. TMMI adalah hal yang menjadi prioritas guna berjalan lancarnya proses produksi dan memenuhi kebutuhan konsumen. Maka pada persediaan PT. TMMI terbagi menjadi dua bagian, yaitu bagian bahan baku utama dan bahan baku pendukung. Dika

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Puspitarani, Yan, Sriyani Violina, Fitrah Rumaisa, and Feri Sulianta. "Implementation of Kanban Method in Transactional System Design in the “Mr. Sneakers” Shoe Laundry Business." Brilliance: Research of Artificial Intelligence 4, no. 1 (2024): 185–91. http://dx.doi.org/10.47709/brilliance.v4i1.3859.

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Laundry information system design using Kanban method is a strategic step to improve operational efficiency and responsiveness to customer needs in the laundry business. The study aims to design an information system that is integrated with the Kanban method to optimize the transaction process from receiving orders to returning to customers. The study outlines the process of designing a laundry information system using Kanban principles, including workflow mapping, suitable Kanban board design and integration with existing information systems. The results of this information system design show

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Xiao, Yan, Yun Yun Li, and Kang Qu Zhou. "Parameter Optimization of Kanban Production System for an Engine Assembly Workshop Based on Witness." Advanced Materials Research 382 (November 2011): 252–55. http://dx.doi.org/10.4028/www.scientific.net/amr.382.252.

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To kanban production system of a engine assembly shop as the empirical study, the simulation model of the Kanban production system about designing, running and optimizing are elaborated, which is on the basis of understanding basic theory of Kanban production system. More importantly, using optimization, researched further the effects of different value of safety factor and coefficient of variation of Kanban production system on the impact of the results, and determined the optimal combined scheme.

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Alaidaros, Hamzah, Mazni Omar, and Rohaida Romli. "The state of the art of agile kanban method: challenges and opportunities." Independent Journal of Management & Production 12, no. 8 (2021): 2535–50. http://dx.doi.org/10.14807/ijmp.v12i8.1482.

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In the recent years, the Agile Kanban has emerged as an appropriate method used for managing projects in numerous fields and various settings. Despite getting an increased popularity in the software organizations, the Agile Kanban method still has different challenges that need to be addressed. Therefore, this study aims to concisely explore the current state of the art and latest researches on the Agile Kanban method through conducting an extensive review of the literature. The results of this study carry strong implications and confirm the important need for conducting researches on the Agil

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Popp, Ilie Octavian. "Consideration Regarding the Modeling of Knowledge of Kanban System by Implementing in Technical Academic Institutions." Applied Mechanics and Materials 841 (June 2016): 379–86. http://dx.doi.org/10.4028/www.scientific.net/amm.841.379.

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After the first time invention of Kanban system by Ohno Taiichi [1], Kanban system is becoming more and more famous in industries and nevertheless its importance and implementation is increasing faster than ever before. Main objective is to address this question thoroughly, how knowledge base Kanban system can be useful in future. This research work shows a modeling approach of Kanban system implementation to improve and meet the requirement of knowledge by implementing Kanban system using just in time concept given by Ohno Taiichi for academic institution. It also describe how can this system

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Setiawan, Agus Setiawan, Susetyo Bagas Bhaskoro, and Abdur Rohman Harits Martawireja. "Sistem Otomatisasi Pokayoke Kanban Cek di PT Denso Indonesia." Jurnal Teknologi dan Rekayasa Manufaktur 5, no. 1 (2023): 1–34. http://dx.doi.org/10.48182/jtrm.v5i1.118.

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Pada Bulan Juni 2020 terdapat claim di customer TMMIN (PT Toyota Motor Manufakturing Indonesia) untuk produk horn assy. Claim-nya adalah part number pada kartu identitas customer berbeda dengan part number horn assy. Oleh karena itu dibuatlah otomatisasi sistem pokayoke kanban cek dengan QR code scanner sebagai media indikator untuk mendeteksi kanban salah (campur) untuk memudahkan pekerjaan pengecekan kanban oleh foreman dan inspektor menggunakan visual basic, arduino, dan konveyor, dimana data dari kanban akan terekam dalam database di komputer. Otomatisasi sistem pokayoke pengecekan kanban

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Aulia, Maya Asyifa, Chandra Alpiansyah, Dhea Ayu Lestari, and Muchammad Fauzi. "PENERAPAN KANBAN PADA SISTEM INVENTORI PT.X PHARMACEUTICAL INDONESIA." Jurnal Ilmiah Teknik dan Manajemen Industri 1, no. 2 (2021): 225–43. http://dx.doi.org/10.46306/tgc.v1i2.18.

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PT. X Pharmaceutical Indonesia adalah pabrik farmasi yang memfokuskan diri dalam mendistribusikan obat. Saat ini PT.X Pharmaceutical Indonesia belum menerapkan kanban pada sistem inventori secara menyeluruh, sehingga persediaan tidak dapat dikendalikan dengan baik. Permasalahan yang terjadi di PT.X Pharmaceutical Indonesia adalah operator pelaksana tidak bertanggung jawab dalam penerapan Kanban di pabrik. Terlebih lagi masih ada kekurangan prosedur yang disebabkan oleh persediaan yang tidak direncanakan. Penelitian ini dilakukan untuk mengimplentasikan Kanban dan untuk mengontrol material di P

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Srikanth, O., A. V. Sita Rama Raju, and B. V. Ramana Murty. "Evaluation of Manufacturing Process Performance by CONWIP Hybridization of Pull Controlled Production Systems." MATEC Web of Conferences 144 (2018): 05006. http://dx.doi.org/10.1051/matecconf/201814405006.

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The main objective of this paper is pioneering an innovative tactic for the synchronization of multi-stage, multi-line, production system. This tactic is mainly depends on the optimization policy, by means of distinct event simulation process for modeling, analysis and distinction of the execution of two alternatives of Kanban control mechanism namely SEKCS (Simultaneous Extended Kanban Control System) and IEKCS (Independent Extended Kanban Control System). At this juncture the authors putting forward the two variants of Extended Kanban control system with the hybridization of CONWIP control p

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Moran, Terrence J., and Kevin Brayer. "A Simulation Study Of Economic Production Quantity Lot Size To Kanban For A Single Line Production System Under Various Setup Times With Annual Setup Cost As Performance Metric." International Journal of Management & Information Systems (IJMIS) 15, no. 2 (2011): 23. http://dx.doi.org/10.19030/ijmis.v15i2.4149.

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The Setup time variable was evaluated for the two systems (Kanban and EPQ) against the performance measure of annual setup cost. EPQ outperforms Kanban onsetup cost. The research helped clarify for practitioners whether EPQ might be more suitable than Kanban for their given situations.

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Savino, Matteo M., and Antonio Mazza. "Kanban-driven parts feeding within a semi-automated O-shaped assembly line: a case study in the automotive industry." Assembly Automation 35, no. 1 (2015): 3–15. http://dx.doi.org/10.1108/aa-07-2014-068.

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Purpose – The aim of the present work is to provide a case study where lean production (LP) techniques are implemented in a semi-automated assembly line with O-shaped (closed-loop) layout configuration. The action research has been conducted within an assembly line for automotive components. The work aims to provide insights on the impact of loop layout features with respect to lean principles’ application; operative solutions related to some logistic limit of loop layout; and how kanban technique can be adapted to an O-shaped layout. Design/methodology/approach – The main research methodology

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Riyadi, Fajar. "USULAN IMPLEMENTASI SISTEM PRODUKSI JUST IN TIME DENGAN KARTU KANBAN DI LINE PRODUKSI CORE MAKING DISA TIPE MESIN VERTIKAL PT AT INDONESIA." JISI: Jurnal Integrasi Sistem Industri 2, no. 1 (2015): 48–57. https://doi.org/10.24853/jisi.2.1.48-57.

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PT AT-Indonesia adalah perusahaan manufaktur otomotif, produk yang dihasilkan adalah untuk spare part mobil. Masalah yang terjadi pada proses produksi core adalah pemborosan produksi. Pemborosan tersebut adalah produksi membuat produk yang lebih banyak dibandingkan apa yang dibutuhkan, sehingga terjadi overstock yang berdampak penumpukan stok pada area store pada saat itu. Barang overstock tersebut malah mengakibatkan perusahaan harus mengeluarkan biaya yang lebih besar. Padahal kebijakan perusahaan untuk tahun 2014 adalah mengurangi biaya akibat lost produksi. Dengan adanya masalah tersebut m

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