• 대한산업공학회지
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• 제34권1호
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• pp.1-12
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• 2008

The Kanban system in Just-In-Time (JIT) production is very effective in reducing the inventories when consumption rate of the final product is relatively stable. When large fluctuations exist in the consumption rate, a new production ordering policy in which the production order quantity is determined by smoothing the demands exponentially is more suitable. This new ordering policy has not been investigated sufficiently. In this research, a multi-stage production and inventory system with stock points for materials and finished items located at each stage is considered. Approximations of average inventories at each stage in the system are derived theoretically. Numerical simulations are carried out to assess the accuracy of approximations and to evaluate the effectiveness of the new ordering policy as compared with the Kanban system. As a result, it is shown that the new ordering policy can achieve significantly lower inventory costs than the original Kanban system. The new ordering policy thus emerges as a key concept for an effective supply chain management.

• 산업공학
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• 제15권1호
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• pp.99-106
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• 2002

A recently developed alternative to traditional production planning and control systems such as material requirement planning(MRP) and just-in-time(JIT) is the drum-buffer-rope(DBR). The DBR now being implemented in growing number of manufacturing organizations enables better scheduling and decision making on the shop floor. In implementing the DBR, however, an information system is usually needed to transmit the signal that runs from the constraint to material release. In this paper we propose a different mechanism to transmit the signal in the case that the demand of product is stable, which uses the well-known Kanban system. To improve the reality, this paper shows and example of the Kanban format, its operation, and calculation of the number of Kanbans.

• 한국시뮬레이션학회:학술대회논문집
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• 한국시뮬레이션학회 2001년도 The Seoul International Simulation Conference
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• pp.280-287
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• 2001

There have been some studies about hybrid production system, which integrate push system and pull system. Most of them are based on the simple production system considering one product line. Though there are many studies about hybrid production system, it\`s not practical to implement them for real factory, because most of them did not consider various factors about real factory. On this study we designed hybrid production system considering some factor - one is automatic kanban generation, the other is dispatching rule for Multi-tasking worker, and the last one is the priority of kanban. At last, We give simulation results fur a real company, which produce various cameras in Korea.

• 한국국방경영분석학회지
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• 제24권1호
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• pp.176-188
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• 1998

In this paper, it is identified that the optimal level of each performance measures (service and inventory level) is not sensitive to an uncertain environment under JIT Kanban system designed by Moeeni. Moreover, it is proposed that the optimal design method considering multiple performance characteristics is the optimal level decision method according to the relative importance differences of each performance when there exist multiple performance characteristics. The result from the simulation analysis shows that the number of Kanban for stage 3 (final process) and stage 2 is increased at the service level. It is found that the expected loss is minimal when the cycle time decreases and the container size increases. However, the stage 1 is not affected by the number and cycle time of Kanban. It is thus important to consider carefully the cycle time and the container size of the Kanban to satisfy the demand in right time. In case of inventory level, the working inventory level decreases when the container size is decreased and the working inventory level also decreases slightly when the cycle time of the Kankban is increased in stage 1 and 2.

• 산업경영시스템학회지
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• 제44권2호
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• pp.140-152
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• 2021

During the shift from gasoline vehicles to electric ones, auto parts manufacturing companies have realized the importance of improvement in the manufacturing process that does not require any layout changes nor extra investments, while maintaining their current production rate. Due to these reasons, for the auto part manufacturing company, I-company, this study has developed the simulation model of the PUSH system to conduct a process analysis in terms of production rate, WIP level, and logistics work's utilization rate. In addition, this study compares the PUSH system with other three manufacturing systems -KANBAN, DBR, and CONWIP- to compare the performance of these production systems, while satisfying the company's target production rate. With respect to lead-time, the simulation results show that the improvement of 77.90% for the KANBAN system, 40.39% for the CONWIP system, and 69.81% for the DBR system compared to the PUSH system. In addition, with respect to WIP level, the experimental results demonstrate that the improvement of 77.91% for the KANBAN system, 40.41% for the CONWIP system, and 69.82% for the DBR system compared to the PUSH system. Since the KANBAN system has the largest impacts on the reduction of the lead-time and WIP level compared to other production systems, this study recommends the KANBAN system as the proper manufacturing system of the target company. This study also shows that the proper size of moving units is four and the priority allocation of bottleneck process methods improves the target company's WIP and lead-time. Based on the results of this study, the adoption of the KANBAN system will significantly improve the production process of the target company in terms of lead-time and WIP level.

• 한국경영과학회:학술대회논문집
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• 대한산업공학회/한국경영과학회 1994년도 춘계공동학술대회논문집; 창원대학교; 08월 09일 Apr. 1994
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• pp.432-432
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• 1994

• 한국산업융합학회 논문집
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• 제6권4호
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• pp.413-420
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• 2003

We can take 'Profit security', in the field Process improvement activity and man-power upgrade in the learning of organization activity or upgrading ability of each peoples. After Tayler System(Scientific Management in1911) and Ford System(Conveyor system in 1913), Toyota System(Ohno's TPS; Toyota Production System around 1980) which was developed by Toyota in Japan in the third productive revolution. This thesis study on the focus of 2 successful examples(P and S companies in Seong-Seo industrial complex Tae-Gu city) which introduce Toyota system can apply to VM(Visual Management), 3jeong(Right Products Right Quantity, Right Box and Right Position)5S(Seiri, Seiton, Seisoh Seiketsu, Sitsuke), JIT(Just In Time), KAIZEN(Improvement), KANBAN System(Logistic) and output of Factory. For examples P company obtained a lot of results(productivity increase 19%, Quality up 46%-36ppm, storage decrease 25% per year), S company obtained a lot of results(productivity increase 20%, Quality up 40%, storage decrease 33% per year, 2600 improvements in 2002. In conclusion Korean KANBAN system (modified Toyota System) is similar to exchange of work as Korean traditional system in agriculture as like dure 'PUMASHI' SANGBU-SANJO) that's autonomous management systems. In conclusion Korea KANBAN system needs apply to not only all the manufacturing industry but also the various fields of industry.

• 산업경영시스템학회지
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• 제19권40호
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• pp.301-309
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• 1996

The operation of the traditional pull Kanban system in Domestic is limited because the production circumstance of the Domestic industries have the characteristics of dynamic production circumstance such as high variability of demand, frequent machine breakdown or defect, high absence or separation rates of the employees. The purpose of this study is to find the optimal Kanban system for the production circumstance of the Domestic industry. By using the computer simulation, selected models are tested for the susceptibility to the production factors and with the analysis of the data from the simulations.

• 한국경영과학회:학술대회논문집
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• 대한산업공학회/한국경영과학회 1996년도 춘계공동학술대회논문집; 공군사관학교, 청주; 26-27 Apr. 1996
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• pp.294-296
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• 1996

JIT(just-in-time) 생산시스템은 제조라인의 재공품 재고량을 최소화하고, 필요한 품목을 적시에 필요한 양만큼만 생산하여 공급하는 것을 목적으로 한다. 이러한 시스템은 사용하는 칸반의 수에 따라 single-card kanban system과 two-card kanban system으로 구별할 수 있다. 또한 각 공정이 입력버퍼(input buffer)와 출력버퍼(output buffer)를 갖는 경우와 공정간에 하나의 버퍼를 갖는 경우로 나누어 볼 수 있다. 본 연구는 기계간의 물류(material handling)가 필요한 시점에 즉시 이루어진다는 가정하에 기계간 버퍼가 하나이고, 그 버퍼의 용량이 1인 경우의 single-card kanban의 효율적인 운용방안을 개발하였다. 본 연구의 목적은 생산지시칸반의 회수시기를 적절히 조절하여 생산라인의 이용효율(utilization)을 극대화하고자 하는 것이다. 칸반회수시기 결정을 위한 상황분석의 범위를 10대의 기계로 제한하여 시뮬레이션에 의해 분석하였다. 기존의 칸반운영방식과 생산라인에서의 재고를 최소화하는 운영 알고리듬, 그리고 생산기계의 효율을 최대화할 수 있는 운영 알고리듬을 개발하여 비교.분석하였다.

• 산업공학
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• 제5권2호
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• pp.29-37
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• 1992

An approach to Just-In-Time for small job-shop-type manufacturers is presented. This is aimed at those who understand the pull production system, however, cannot afford either swift changeover in workcenters or frequent delivery to customers. First, as a production planning technique, a lot-sizing model entitled Multilevel Least Total Cost Model(MLTCM) is developed; The production order quantities of each components be those requiremensts of the end item production lot. The contribution of MLTCM is shown via simulation. Then, a framework of the Kanban operations is designed; A Production Control Kanban is introduced as a communication tool with Production Kanban in a job-shop.