KANBAN

कनबन (KANBAN) एक जापानी प्रणाली है जो लीन (LEAN) मैन्युफै क्चरिंग और जस्ट-इन-टाइम (JIT)
मैन्युफै क्चरिंग का Scheduling सिस्टम है। कनबन से जस्ट-इन-टाइम (JIT) सिस्टम को आसानी से प्राप्त किया
जा सकता है। कनबन सम्पूर्ण रूप से उत्पादन प्रणाली में बेहतर सुधार के लिए बढ़ावा देना का शानदार
सिस्टम है।
Kanban definition – कनबन की परिभाषा
Kanban definition in hindi: कनबन यह एक जापानी प्रणाली है जिसका उपयोग
lean manufacturing और just-in-time manufacturing (JIT) के लिए एक
शेड्यूलिंग सिस्टम के रूप में किया जाता है। जो आपको यह बताता है की, उत्पादन क्या करना है,
कितना उत्पादन करना है और कब उत्पादन करना है।
What is kanban system – kanban in hindi
kanban system यह एक दृश्य प्रणाली है जिसे कार्य को प्रबंधित करने और उसे ट्रैक रखने
के लिए किया जाता है क्योंकि यह एक प्रक्रिया से गुजरता है।
कनबन का लक्ष्य आपकी प्रक्रिया में संभावित अड़चनों की पहचान करना और उन्हें ठीक करना है,
ताकि काम को एक बेहतर गति मिल सके या प्रोसेस पर की लागत प्रभावी रूप से प्रवाहित हो सके ।
kanban यह एक ऐसा तरीका है जो काम के सभी क्षेत्रों में लागू होता है, जिससे टीम को लागत
कम करने में मदद मिलती है और वर्क फ़्लो को विज़ुअलाइज़ करने और सुधारने के द्वारा अधिक
कु शल हो जाता है। कानबन आपको एक स्थायी प्रतिस्पर्धी लाभ बनाने और अपनी टीम को और
अधिक, तेजी से पूरा करने के लिए सशक्त बनाने की सुविधा देता है।
कनबन के सिद्धांत
कनबन पद्धति से संबंधित चार महत्वपूर्ण सिद्धांत निम्नलिखित अवधारणाओं से संबंधित हैं:
Kanban history – कनबन प्रणाली का इतिहास
कनबन एक inventory control system है, जिसका उपयोग सिर्फ समय निर्माण में ही
किया जाता है। Toyota के एक industrial engineer “Taiichi Ohno” (ताइची
ओहनो) ने 1940 के दशक में manufacturing efficiency और process में सुधार
के लिए कनबन इस scheduling system को विकसित किया था, जो pull system पर
आधारित है।
इसे एक साधारण नियोजन प्रणाली के रूप में बनाया गया था, जिसका उद्देश्य उत्पादन के प्रत्येक
चरण में काम और inventory को नियंत्रित करना और उसका प्रबंधन करना था। कनबन
प्रणाली की जरिये शेड्यूलिंग सिस्टम द्वारा कार्य की प्रगति के बारे में साइन बोर्ड पर सूचित किया
जाता है।
1.Visualize Workflow: शब्द को देखते हुए कि कनबन का पहला सिद्धांत दृश्य से
संबंधित है। कनबन के पहले सिद्धांत के अनुसार कार्य स्थल पर हो रहे कार्यों को और उनकी प्रगति
को दर्शाए। जिससे निरीक्षण करने में आसानी रहेगी और यदि किसी प्रक्रिया में कोई समस्या उत्पन्न
होगी तो उसका पता लगा के समय रहते निस्तारण किया जा सके गा, जिससे कार्य अपने प्रवाह के
साथ आगे बढ़ता रहे।
2.Limit work in Process: कनबन की पूरी अवधारणा हर काम को शुरू से अंत तक
कु शलतापूर्वक आगे बढ़ाने की ही है। इस सिद्धांत के अनुसार कार्यों की सभी प्रक्रियों को नज़दीकी से
देखा जाता है और सभी कार्यों के पूरा करने की एक तय समय सीमा होती है जिससे कार्य को तय
समय सीमा में ही समाप्त किया जाता है। इस सिद्धांत के माध्यम से Wastage और लागत में
कमी आती है। इस सिद्धांत के माध्यम से ग्राहक की मांग के अनुसार ही कार्य को किया जाता है।
3.Focus on flow: तीसरा सिद्धांत उत्पादन के प्रवाह और प्रक्रिया पर ध्यान कें द्रित करने
से संबंधित है। जब कनबन के पहले दो सिद्धांत लागू होंगे, तो काम स्वतंत्र get Completed
4. continuous Improvement :
Nine values :
Understanding
Agreement
Respect
Leadership
Flow
Customer Focus
Transparency, Balance
Collaboration
1. Understanding
Understanding is one of the less obvious values of Kanban. I read it into the first foundational
principle, “Start with what you do now”. Understand the thing you’re changing, whether it’s the
nitty-gritty details of a process, the way a process performs under conditions of stress, or something
as abstract as your organization's overall approach to change.
Insist on understanding because a healthy process that can’t defend itself is a sign that
you’ve forgotten what you believe.
The Process Myth, Rands in Repose
In our Kanban training we teach a Systems Thinking approach that places understanding very high
on our list of priorities. It’s right there in our early introductions to the method, the basis of the very
first class exercise. Where does work come from? What characterizes different kinds of work? What
approaches to the problems of change and improvement tend to succeed or fail, both generally and in
your organization specifically? Why might that be?
By definition, the absence of understanding is what characterizes cargo cult implementations. Even
with good intentions there’s a likelihood that understanding will be lost when change is driven top-
down, justified weakly (over-relying on appeals to best practice for example) and passed
unthinkingly between organizational layers. It’s no small surprise therefore that change projects have
a tendency to disappoint. Unfortunately for the lazy or unskilled manager, understanding and its
allied values of learning and alignment take effort.
2. Agreement
Agreement is right there in the second foundational principle, “Agree to pursue
incremental, evolutionary change”. I like to turn this around: would you reasonably
expect to be successful in implementing change without it? Could it be that it’s lack of
agreement that’s limiting your progress? Or perhaps there is some agreement but it’s not
deep enough – you’re agreed on the existence of a problem but not on its impact or
causes (see understanding)?
This principle might seem to suggest another value, that of incrementalism. I would
however shy away from describing this this as a core value, for the reason that we
promote incremental, evolutionary change because it has a high chance of success, not
because its alternatives in radicalism or conservatism are never better alternatives. And
if pragmatism is a value, it is a rather slippery one.
3. Respect
“Respect for people” is a pillar of Lean. Kanban applies this to the problem of organisational change in its third
principle, “Initially, respect current roles, responsibilities & job titles”.
As in life, respect is a good guide when implementing change. Will it increase your chances of success if you start
by implying that people are doing a bad job, or their roles are worthless? Probably not. Is it helpful to assume bad
motives? Again, probably not. But does respect just mean “be nice”? Again no:
Showing respect for people does not mean you have to like them, agree with their views, and fail to
challenge any half baked reasoning.
Stephen Parry
That kind of respect takes courage, taking us to our next value.
4. Leadership
Leadership features in most stories of success but it was only in 2012 that it was added as
a foundational principle, in the form “Encourage acts of leadership at all levels in your
organization – from individual contributor to senior management”.
Much has been written on leadership and I won’t add to it here except to make a few quick
observations:
i. You might wish for an autocrat – a Steve Jobs (or a Steve Ballmer) perhaps – but
the “at every level” kind of leadership is something different.
ii. Not only is leadership something to value, management isn’t inherently something
to despise either (remember respect?).
iii. Furthermore, neither leadership nor management precludes self organization,
where individuals, teams and systems have the capacity to adapt without central or senior
direction. Rather, good leadership and good management create the conditions in which
self organization thrives.
iv. Good leadership involves challenge (we’ve used this word already). As agents of
change we must be prepared both to challenge and to be challenged .
5. Flow
Turning to the practices, we start with the third one, “Manage flow”.

The management part of this practice speaks of tactical organization and

decision-making aimed at progressing work for optimal outcomes
(effectiveness). At some level – though with widely varying degrees of
success – this is universal.

Flow adds something much less common, a sense of smoothness and

predictability; addressing impediments to these systematically is a
powerful improvement approach, exemplified in Lean.

We also value flow in Csikszentmihalyi’s sense, that very positive state of

complete absorption in what we’re doing. This kind of flow is hard to find
when distraction, interruption and constantly changing priorities
dominate the work environment.
6. Customer Focus
We haven’t finished with “Manage flow” yet! An
expanded version of this practice might read something
like

Manage to timely completion the smooth flow of

customer-recognised value over a range of timescales

Value is meant in the sense of purpose (understanding

the customer’s “why”) as much as in any monetary sense
(taking care not to confuse utility with mere cost). A
customer-focussed concern for completion means going
beyond an activity-centric “task complete” or a product-
centric “potentially shippable product”. In my
experience, this is a surprisingly challenging concept
whose impact can be dramatic.

Work done but not yet benefiting the customer is just

sunk cost. We’ll return to this issue and address the
“over a range of timescales” phrase when we look at the
value of balance.
7. Transparency
Transparency underpins three of Kanban’s core practices: the first, “Visualise [work]”, the fourth, “Make
policies explicit”, and the fifth (another 2012 addition), “Implement feedback loops”.
Kanban creates transparency at multiple levels:
i. In making work visible
ii. In making visible the workflows that work items go through and the states that actual work items
occupy at any given time
iii. In making visible the parameters, policies and constraints that guide decision-making and ultimately
drive the overall performance of the system
iv. In making visible the impact of all the above in customer-focussed measures of performance
The first two types of visibility flow naturally from the kanban systems after which the Kanban method is
named. The first three together create leverage points – points in our systems at which significant change can
be effected for relatively little cost or effort. The fourth (a feedback loop) tells us that change is taking us in
the right direction.
Kanban then is a way to evolve systems that learn and adapt, a strategy for organisations to find
greater fitness relative to the competitive ecosystems they inhabit.
8. Balance
The second core practice is “Limit work-in-progress (WIP)”. Limiting WIP across a process has multiple
benefits:
•Thanks to Little’s law, lead times (and therefore feedback cycles) tend to shorten; the customer is satisfied
sooner and learning accelerates.
•Work gets started only when capacity becomes available. This creates flow from the work item’s perspective
and keeps supply and demand in balance from the team or worker’s perspective (respect!).
•With just a little extra sophistication we can easily find balance between different kinds of operational work
and between operational work and improvement work.
This last point suggests another principle, “Embrace variety”. Systems that behave well in the face of variety can
be described as having a resilience that is good for customer, organization and worker alike, another example
of balance. Kanban’s help in evolving resilient systems that can deliver predictability for a variety of work item
types with a range of performance expectations (timescales perhaps ranging from hours or days to months or
more) really is a killer feature.
For more on the role of balance in Kanban see David Anderson’s talk When is Kanban not appropriate [video] [
slides]. My talk Kanban the hard way [video] [slides] includes an exploration of variety and resilience.
9. Collaboration
Collaboration features in the sixth (and last) core practice, “Improve collaboratively,
evolve experimentally [using models [and the scientific method]]”.
Building on agreement, respect and customer focus, collaboration creates the
expectation that we will look beyond our own team’s boundaries in addressing
impediments to flow.
The full version of this practice (with the two optional parts included) speaks of working
systematically in a way that improves understanding through observation, model-
building, experimentation and measurement (empiricism).
“Using models” has a second sense that suggests values of curiosity and even generosity.
Kanban actively encourages its practitioners to look outside the method to a growing body
of knowledge. Kanban acknowledges roots in Lean, Theory of Constraints and Agile,
foundations in queuing theory and complexity science, influences as diverse as Lean
Startup and family therapy. Individual practitioners have their own personal favourite
models – I for example draw on A3, GROW, and Influencer.
 6 Core Kanban Principles

The basic rules that you need to make to adopt Kanban in

organization are as follows,
•Keep doing things that you do now.
Keep the same roles and responsibility that is there in the
organization.

Comprehend the processes that are followed currently

•Keep the change evolutionary

•Enhance leadership at all levels of the organization

from individual contributors to managers.

Kanban values and principles help you to implement and

adopt the Kanban system in your organization by
increasing the value of the deliverables and meet the
customer expectations in the project requirements.
Advantages of the e-Kanban System:
•Minimal planning and control costs
•Low stocks of each production stage
•Controlled inventory
•Increase of the materials availability
•Improvement of delivery performance
•Shorter delivery times to the customer
•Reduction of cycle time
•Increase of quality
1. Understanding
Understanding is one of the less obvious values of Kanban. I read it into the first foundational principle,
“Start with what you do now”. Understand the thing you’re changing, whether it’s the nitty-gritty details
of a process, the way a process performs under conditions of stress, or something as abstract as your
organization's overall approach to change.

Insist on understanding because a healthy process that can’t defend itself is a sign that you’ve forgotten
what you believe.
The Process Myth, Rands in Repose

In our Kanban training we teach a Systems Thinking approach that places understanding very high on our
list of priorities. It’s right there in our early introductions to the method, the basis of the very first class
exercise. Where does work come from? What characterizes different kinds of work? What approaches to
the problems of change and improvement tend to succeed or fail, both generally and in your organisation
specifically? Why might that be?

By definition, the absence of understanding is what characterises cargo cult implementations. Even with
good intentions there’s a likelihood that understanding will be lost when change is driven top-down,
justified weakly (over-relying on appeals to best practice for example) and passed unthinkingly between
organizational layers. It’s no small surprise therefore that change projects have a tendency to disappoint.
Unfortunately for the lazy or unskilled manager, understanding and its allied values of learning and
alignment take effort.
2. Agreement
Agreement is right there in the second foundational principle, “Agree to pursue
incremental, evolutionary change”. I like to turn this around: would you reasonably
expect to be successful in implementing change without it? Could it be that it’s lack
of agreement that’s limiting your progress? Or perhaps there is some agreement but
it’s not deep enough – you’re agreed on the existence of a problem but not on its
impact or causes (see understanding)?

This principle might seem to suggest another value, that of incrementalism. I would
however shy away from describing this this as a core value, for the reason that we
promote incremental, evolutionary change because it has a high chance of success,
not because its alternatives in radicalism or conservatism are never better
alternatives. And if pragmatism is a value, it is a rather slippery one.
3. Respect
“Respect for people” is a pillar of Lean. Kanban applies this to the
problem of organisational change in its third principle, “Initially, respect
current roles, responsibilities & job titles”.

As in life, respect is a good guide when implementing change. Will it

increase your chances of success if you start by implying that people are
doing a bad job, or their roles are worthless? Probably not. Is it helpful to
assume bad motives? Again, probably not. But does respect just mean “be
nice”? Again no:

Showing respect for people does not mean you have to like them, agree
with their views, and fail to challenge any half baked reasoning.
Stephen Parry

That kind of respect takes courage, taking us to our next value

.

4. Leadership
Leadership features in most stories of success but it was only in 2012 that it was added as a
foundational principle, in the form “Encourage acts of leadership at all levels in your
organization – from individual contributor to senior management”.

Much has been written on leadership and I won’t add to it here except to make a few quick
observations:

i. You might wish for an autocrat – a Steve Jobs (or a Steve Ballmer) perhaps – but the “at
every level” kind of leadership is something different.

ii. Not only is leadership something to value, management isn’t inherently something to
despise either (remember respect?).

iii. Furthermore, neither leadership nor management precludes self organisation, where
individuals, teams and systems have the capacity to adapt without central or senior direction.
Rather, good leadership and good management create the conditions in which self organisation
thrives.

iv. Good leadership involves challenge (we’ve used this word already). As agents of change
we must be prepared both to challenge and to be challenged.
DEFINITION
kanban

Kanban is a visual system used to manage and

keep track of work as it moves through a process.
The word kanban is Japanese and roughly
translated means "card you can see."
Toyota introduced and refined the use of kanban in a relay
system to standardize the flow of parts in their just-in-time
(JIT) production lines in the 1950s. The approach, was
inspired by Toyota studying supermarkets in the UK, gaining
the idea of applying the techniques used in shelf-stocking to
the factory floor. Toyota saw that store shelves were
stocked with just enough product to meet consumer
demand and inventory, and would only be restocked when
there was a visual signal -- in this case, an empty space on
the shelf. In 1953, Toyota began applying this approach to
their main machine shop. Kanban later became a visual
system in order to track work through production.
Kanban can come in the form of a traditional setup --
with physical signals in the form of a tag or labels -- or as
eKanban, meaning electronic kanban.

How kanban works

In manufacturing, kanban starts with the customer's
order and follows production downstream. At its
simplest, kanban is a card with an inventory number
that’s attached to a part. Right before the part is
installed, the kanban card is detached and sent up the
supply chain as a request for another part. In a
lean production environment, a part is only
manufactured (or ordered) if there is a kanban card for
it. Because all requests for parts are pulled from the
order, kanban is sometimes referred to as a "pull
system."
There are six generally accepted rules for kanban:

Downstream processes may only withdraw items in the

precise amounts specified on the kanban.
Upstream processes may only send items downstream in
the precise amounts and sequences specified by the
kanban.
No items are made or moved without a kanban.
A kanban must accompany each item at all times.
Defects and incorrect amounts are never sent to the next
downstream process.
The number of kanban should be monitored carefully to
reveal problems and opportunities for improvement.
Kanban boards
A kanban board is a similar looking display to ta value
stream map. Using a kanban board, a development team
can track and create reports on the flow of work,
including what adds value and what doesn’t.