• Journal of the Korean Operations Research and Management Science Society
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• v.23 no.4
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• pp.53-61
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• 1998

In this paper, we take into consideration the optimal cycle time in a kanban system. Even though there are many studios in the literature published in the past. It is rare to fine a paper dealing with kanban cycle time. We consider manufacturing structure configured in the real field and suggest kanban cycle time for the cases of linear, tree assembled, distributed, general and mixed structures. Also we give numerical example for each structure.

• IE interfaces
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• v.15 no.1
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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.

• Journal of the Korean Society of Industry Convergence
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• v.6 no.4
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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.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.19 no.40
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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.

• Journal of the military operations research society of Korea
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• v.24 no.1
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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.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1996.04a
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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.

• Proceedings of the CALSEC Conference
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• 2001.02a
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• pp.223-234
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• 2001

A SCM Implementation case on the Office Automation Industry is introduced in this paper. It supports JIT based Kanban and demand pull system A new system called "PrdnMgr" is designed for the synchronized production and quality assurence using barcode and Kanban. And web based supplier pull system called "Antennashop" is developed for automatic procurement of parts.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1990.04a
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• pp.186-194
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• 1990

Just-In-Time production is to keep the kanban system. When production managers implement and operate successfully the system in the multi-Line, multi-stage production setting, it is very important to determine the number of kanbans in deterministic kanban system under consideration with relevant factors as well as with cost. In concrete, we discuss about following factors in kanban system and provide a model formulating the multi-objective goal programming : Demand, stock on hand in process, Inventory cost and Labor cost, Vendor's suppling capacity, Work Load. Finally we analyze several numerical examples in order to test the model and attempt to expand the model in general case.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.24 no.69
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• pp.13-22
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• 2001

The efficient quality assurance system to prevent mixed assembly in introduced in this paper, It supports JIT(Just-In-Time) based Kanban and demand pull system. A new system is designed for the synchronized production and quality assurance using barcode and production kanban card, And the performance improvement method for the stable and fast response of the proposed system is suggested in this paper also. As the result of the proposed system, we improved production status visibility and quality traceability.

• IE interfaces
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• v.5 no.2
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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.