{"id":27879,"date":"2017-08-20T21:41:05","date_gmt":"2017-08-20T14:41:05","guid":{"rendered":"https:\/\/bahtera.jp\/?p=27879\/"},"modified":"2026-09-12T13:16:19","modified_gmt":"2026-09-12T06:16:19","slug":"kanban-process","status":"publish","type":"post","link":"https:\/\/bahtera.jp\/en\/kanban-process\/","title":{"rendered":"Utilization of Kanban System and MRP in Japanese Manufacturing in Indonesia"},"content":{"rendered":"<p>In Japanese manufacturing companies in Indonesia, production management systems are implemented to generate manufacturing orders using MRP&#8217;s requirements expansion function based on preliminary information and confirmed orders. Toyota-affiliated auto parts manufacturers calculate the number of kanbans and adjust any surplus or shortage of kanbans circulating on the shop floor.<\/p>\n\t\t\t\t<a href=\"https:\/\/bahtera.jp\/en\/production-control-indonesia\/\" class=\"st-cardlink\" aria-label=\"Production Management Systems in Indonesia\">\r\n\t\t\t\t<div class=\"kanren st-cardbox\" >\r\n\t\t\t\t\t\t\t\t\t\t<dl class=\"clearfix\">\r\n\t\t\t\t\t\t<dt class=\"st-card-img\">\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"150\" height=\"150\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-3-150x150.png\" class=\"attachment-st_thumb150 size-st_thumb150 wp-post-image\" alt=\"Structured diagram of production management systems and manufacturing DX in Indonesia\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-3-150x150.png 150w, https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-3-100x100.png 100w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/dt>\r\n\t\t\t\t\t\t<dd>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"st-cardbox-t\">Production Management Systems in Indonesia<\/p>\r\n\t\t\t\t\t\t\t\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"st-card-excerpt smanone\">\r\n\t\t\t\t\t\t\t\t\t<p>The ultimate goal in manufacturing is to improve productivity and meet delivery deadlines. Understanding the differences between manufacturing cost, cost of\u2026<\/p>\n\t\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"cardbox-more\">\u7d9a\u304d\u3092\u898b\u308b<\/p>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/dd>\r\n\t\t\t\t\t<\/dl>\r\n\t\t\t\t<\/div>\r\n\t\t\t\t<\/a>\r\n\t\t\t\t\n<div class=\"article-point\" id=\"key-takeaways\">\n<h2 class=\"article-point-title\">What this article covers<\/h2>\n<ul>\n<li>Japanese manufacturing companies in Indonesia generate manufacturing orders using MRP and manage production with the kanban system.<\/li>\n<li>e-Kanban functions as a shipping instruction from customers, promoting synchronization across the supply chain.<\/li>\n<li>The kanban system is a pull system where the subsequent process withdraws only the amount used by the shop floor from the previous process.<\/li>\n<li>The number of kanbans is calculated by multiplying the processing quantity and daily required quantity by lead time and safety stock days.<\/li>\n<li>The Toyota Production System combines the kanban system and scheduler to achieve efficient production management.<\/li>\n<\/ul>\n<\/div>\n<p><script type=\"application\/ld+json\" id=\"wprestapi-ai-jsonld\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"BlogPosting\",\"@id\":\"https:\/\/bahtera.jp\/en\/kanban-process\/#article\",\"headline\":\"Utilization of Kanban System and MRP in Japanese Manufacturing in Indonesia\",\"description\":\"Japanese manufacturing companies in Indonesia generate manufacturing orders using MRP and manage production with the kanban system. e-Kanban functions\u2026\",\"mainEntityOfPage\":{\"@type\":\"WebPage\",\"@id\":\"https:\/\/bahtera.jp\/en\/kanban-process\/\"},\"inLanguage\":\"en\",\"datePublished\":\"2017-08-20T21:41:05\",\"dateModified\":\"2026-08-08T14:44:05\",\"author\":{\"@type\":\"Person\",\"name\":\"yamazou\"}},{\"@type\":\"ItemList\",\"@id\":\"https:\/\/bahtera.jp\/en\/kanban-process\/#key-takeaways\",\"name\":\"What this article covers\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Japanese manufacturing companies in Indonesia generate manufacturing orders using MRP and manage production with the kanban system.\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"e-Kanban functions as a shipping instruction from customers, promoting synchronization across the supply chain.\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"The kanban system is a pull system where the subsequent process withdraws only the amount used by the shop floor from the previous process.\"},{\"@type\":\"ListItem\",\"position\":4,\"name\":\"The number of kanbans is calculated by multiplying the processing quantity and daily required quantity by lead time and safety stock days.\"},{\"@type\":\"ListItem\",\"position\":5,\"name\":\"The Toyota Production System combines the kanban system and scheduler to achieve efficient production management.\"}]}]}<\/script><\/p>\n<h2>e-Kanban as a Strong Indicator of Shipping Instructions from Customers<\/h2>\n<div class=\"graybox\">Some of our products operate with kanban.<\/div>\n<p>When visiting Japanese trading companies and manufacturers in Indonesia to hear business requirements for system implementation, e-kanban, which arrives by email from customers every morning, is often mentioned. This corresponds to delivery instructions for partial deliveries against confirmed orders compiled at the beginning of the month. If the total number of shipments by kanban does not meet the confirmed order quantity, it is necessary to close the order on the system.<\/p>\n<p>Our company also places monthly orders for products and materials with suppliers, and by having deliveries made in partial shipments according to the movement of kanban from customers, the supply chain involving customers, our company, and suppliers ideally operates in sync.<\/p>\n<p>The kanban that appears in the trading company&#8217;s order placement and receipt is issued in box units for partial deliveries against order placements.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Kanban arrival from the customer.<\/li>\n<li>Request delivery of the kanban quantity to the supplier.<\/li>\n<li>After consuming the kanban from the customer for the month, close the order and purchase orders.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>On the other hand, the in-process kanban that appears on the manufacturing shop floor is issued in box units for withdrawal and processing.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Removed at shipment and retained in the shipping area.<\/li>\n<li>Returned to the processing area and retained there.<\/li>\n<li>Inserted into the box when processing starts at the processing point.<\/li>\n<li>Return to step 2.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>In-process kanban may also be divided into withdrawal kanban (movement record) and work-in-process kanban (production record) roles.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Removed at shipment and retained in the shipping area (withdrawal kanban).<\/li>\n<li>Returned to the processing area (withdrawal kanban), the box is withdrawn (withdrawal kanban), and retained in the processing area (work-in-process kanban).<\/li>\n<li>Inserted into the box when processing starts at the processing point (work-in-process kanban).<\/li>\n<li>Return to step 2.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<h2>The Same Purpose for Issuing Manufacturing Instructions with MRP and Calculating Kanban Numbers<\/h2>\n<p>Both manufacturing instructions and kanban are based on the actual requirements resulting from MRP executed by the production management department based on preliminary information. Manufacturing instructions are a concretization of the production plan into work units based on a push system. In contrast, the kanban system is a pull system where the subsequent process withdraws only the amount used by the manufacturing shop floor from the previous process, resulting in the actual work unit as an outcome.<\/p>\n<div class=\"graybox\">\n<div class=\"maruck\">\n<ul>\n<li>Total manufacturing instruction quantity = Actual requirement &#8211; Current inventory + Safety stock<\/li>\n<li>Kanban number x Box capacity = Processing quantity + Daily required quantity x (Kanban L\/T + Processing L\/T + Safety stock days)<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p><img decoding=\"async\" alt=\"Kanban flow\" class=\"wp-image-102124 size-full aligncenter\" height=\"174\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2026\/08\/kanban-flow-en.png\" width=\"696\"\/><\/p>\n<p>The total manufacturing instruction quantity, which is the net requirement after subtracting current inventory from the actual requirement and adding safety stock, is compared to the result of multiplying the daily required quantity, which is the actual requirement divided by operating days, by (Kanban L\/T + Processing L\/T + Safety stock days) and adding the processing quantity. The difference arises from the kanban L\/T accumulated in the shipping area and the processing L\/T accumulated until reaching the processing point in the processing area. Kanban circulating within the factory accumulates in the following three locations. The theoretical monthly kanban number is calculated as follows.<\/p>\n<div style=\"clear: both;\"><\/div>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Accumulated in the shipping area after being removed (Kanban L\/T) Idle period from kanban removal at shipment until returning to the shop floor<\/li>\n<li>Accumulated until reaching the processing point on the shop floor (Processing L\/T) Period until the kanban next to the shop floor reaches the processing point + Period to complete the processing lot<\/li>\n<li>Inserted into inventory lots on the shop floor or in the warehouse (Safety stock) N days of inventory level that must not be cut, and if safety stock = 0, it is the best state where it can operate &#8220;without inventory without delay,&#8221; but since this is uneasy, extra is held as safety stock. The average usage and variation are calculated from past usage records over a certain period, and a statistically sufficient amount to prevent stockouts is held.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<div class=\"graybox\">\n<div class=\"maruck\">\n<ul>\n<li>Variables A = Processing quantity per time (requires separate calculation) B = Daily required quantity x = Safety stock days y = Kanban lead time days z = Processing lead time days p = Capacity<\/li>\n<li>Monthly kanban number Roundup[{A + B x (x + y + z)} \/ p]<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p>The number of days to shift the manufacturing instruction is theoretically the same as the (Safety stock days + Kanban lead time days + Processing lead time days) in kanban calculation.<\/p>\n<p>&#8220;Kanban number x Box capacity&#8221; is the result of multiplying the daily required quantity, which is the total requirement for the preliminary information divided by operating days, by (Kanban L\/T + Processing L\/T + Safety stock days) and adding the processing quantity.<\/p>\n<div class=\"graybox\">\n<div class=\"maruck\">\n<ul>\n<li>The purpose of kanban number calculation is to know how many to increase (or decrease) from the next month&#8217;s preliminary information against the current month&#8217;s rotation number.<\/li>\n<li>In-process kanban number = {Processing quantity + (Daily required quantity) x (Kanban L\/T + Processing L\/T + Safety stock)} \/ Capacity<\/li>\n<li>The processing quantity is the lot currently being processed, and Kanban L\/T, Processing L\/T, and safety stock are lots retained on the shop floor or in storage.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<div class=\"graybox\">\n<ol>\n<li>Calculate the daily required quantity Import the monthly preliminary information, expand the requirement (L\/T = 0 days), calculate the total requirement, and divide by the number of operating days.<\/li>\n<li>Calculate how many pieces can be obtained per coil\n<ul>\n<li>Standard coil weight (kg) = Plate width (mm) x 3.4<\/li>\n<li>Number of pieces per coil = Standard coil weight \/ Weight per piece<\/li>\n<\/ul>\n<\/li>\n<li>Calculate the processing quantity (lot size processed at one time)\n<div class=\"maruck\">\n<ul>\n<li>Minimum continuous processing time (master value) Minimum hours the machine should not be stopped (summary of operating time) \u21d2 Processing quantity = Minimum continuous processing time \u00f7 Cycle time<\/li>\n<li>Minimum processing coil number (master value) Minimum number of coils to be used up (summary of coils) \u21d2 Processing quantity = Minimum processing coil number x Number of pieces per coil<\/li>\n<li>Minimum processing days (master value) Minimum days to produce in bulk (summary of processing days) \u21d2 Processing quantity = Minimum processing days x Daily required quantity<\/li>\n<\/ul>\n<\/div>\n<p>Apply the one with the most processing coil number under the three conditions.<\/li>\n<li>In-process kanban number (In-Process kanban)<\/li>\n<li>Material kanban number (Material kanban)<\/li>\n<\/ol>\n<\/div>\n<h2>Impact of Preliminary Information Day Splitting on Requirement Expansion and Load Calculation<\/h2>\n<p>Even if MRP is executed with the monthly preliminary information received from the customer without day splitting and with the end-of-month date as the due date, or with day splitting, the total requirement calculated by requirement expansion is the same.<\/p>\n<p><img decoding=\"async\" alt=\"MRP\" class=\"wp-image-102568 aligncenter\" height=\"176\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2026\/08\/prod-child-MRP-1.png-en.png\" width=\"400\"\/><\/p>\n<p>When load calculation is performed with the end-of-month date as the due date, the load against the line capacity at the end of the month is calculated. However, when viewed on a monthly basis, the load against the total number of operating days in the month can be confirmed, which is the same as the total load calculated with day splitting.<\/p>\n<p class=\"field-note\" style=\"clear:both;width:100%;box-sizing:border-box;margin:18px 0 8px;padding:14px 16px 14px 18px;background:#fffaf3;border:1px solid #f0e0c8;border-left:5px solid #d97706;border-radius:6px;color:#3f3a32;line-height:1.75;\"><strong style=\"display:inline-block;margin-right:0.35em;color:#b45309;font-weight:700;\">Case Study:<\/strong> When load calculation is performed based on weekly preliminary information, the load is underestimated in the first week of the month due to overlap with the previous month, and overestimated in the last week of the month due to overlap with the next month. Therefore, simply summing the load calculated based on weekly preliminary information does not result in the monthly load.<\/p>\n<p class=\"field-generalization\" style=\"clear:both;width:100%;box-sizing:border-box;margin:0 0 22px;padding:10px 14px 10px 16px;background:#f5f9fc;border-left:4px solid #2f80ed;border-radius:0 6px 6px 0;color:#1f2937;line-height:1.7;\">Key Point: Simply summing the load based on weekly preliminary information does not result in the monthly load, and separate correction for the overlap at the beginning and end of the month is necessary.<\/p>\n<h2>Level Production as a Prerequisite for Kanban System Operation<\/h2>\n<p>The kanban system aims to supply only the necessary quantity of what is needed. It functions effectively in processes that can handle small lots, such as assembly and welding, but in processes that assume lot production, such as molding and pressing, it is necessary to accumulate and consume intermediate inventory and issue production requests with signal kanban when a certain level is reached. To make the kanban system function, the following four conditions are necessary.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Always produce only the quantity withdrawn in the previous process<\/li>\n<li>Level production of quantity and variety<\/li>\n<li>100% good products<\/li>\n<li>Kanban moves with the actual product<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>It is required to maintain a stable production system by returning a certain number of withdrawal kanban and leaving work-in-process kanban in the subsequent process. To achieve this, it is important to eliminate variations in production volume and product types. For example, producing 100 units today and 1 unit tomorrow results in wasteful production preparation and increased costs. This is why the kanban system assumes level production.<\/p>\n<p>Leveling is contrasted with lot production by evenly distributing various types of products for production. Methods to achieve this include the following. Pursuing leveling inevitably leads to a one-piece flow production method.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Shorten setup change time through single setup (external setup of internal setup and standardization of setup) (mold change within 10 minutes)<\/li>\n<li>Multi-skilled workers (utility players who can handle multiple positions)<\/li>\n<li>Mixed production of various types of products on the line (mixed flow production)<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<h2>Combining Kanban System and Scheduler<\/h2>\n<p>MRP (Material Requirement Planning) is a push-type system where instructions are simultaneously issued from the production management department (PPIC) to each process. In contrast, the kanban system is a pull-type system based on level production, where production instructions for the necessary quantity flow from the final process to the previous process based on the necessary quantity (kanban) from the subsequent process.<\/p>\n<div class=\"graybox\">Total manufacturing instruction quantity calculated from requirement expansion based on preliminary information \u2252 Kanban number x Capacity<\/div>\n<p>In factories adopting the Toyota Production System, the subsequent process operates withdrawal kanban from the subsequent process to the previous process triggered by e-kanban from the customer. The increase or decrease in production quantity and start timing is managed by the withdrawal and insertion of withdrawal kanban from the kanban post (leveling box).<\/p>\n<p>In factories where such kanban pull is established, even if a daily production plan is issued from the production scheduler and handed to the shop floor, operators accustomed to kanban pull find it difficult to respond. The basic requirement of the kanban system, which is to produce only what is needed, is met by subsequent processes such as assembly and welding that can handle small lot production. However, in molding and pressing, where large lot production is assumed, it is necessary to accumulate intermediate inventory to a certain level and consume it from the subsequent process.<\/p>\n<p>Therefore, even in factories where the shop floor operates with the kanban system, there is an option to introduce a scheduler to the previous process that cannot respond in detail to kanban pull and control intermediate inventory. The &#8220;kanban system,&#8221; which is the core of the Toyota Production System, is a mechanism for shop floor operation to produce against received orders. Only the number of kanban pieces requested by the subsequent process is produced in the current process.<\/p>\n<p>If an order is canceled, the flow speed of kanban is finely adjusted to prevent overproduction, but if there are additional orders or production delays due to machine trouble, production will be delayed even if kanban is flowed.<\/p>\n<p>The kanban system is a mechanism premised on sufficient production capacity for orders. In parts manufacturers delivering to automobile manufacturers, the lower the subcontracting tier, such as &#8220;Tier2&#8221; or &#8220;Tier3,&#8221; the more volatile the demand becomes, making operation difficult.<\/p>\n<p>The kanban system is a site-driven operation method that stops each time a problem occurs and conducts improvement activities through the &#8220;5 Whys,&#8221; repeating corrections in the next month. It is not a system that solves production resource overload against order fluctuations, so it is necessary to determine whether production is actually possible with another system.<\/p>\n<p>This is done by the production scheduler, which mainly adjusts the bottleneck production process. After leveling to a certain extent by equipment unit, it is confirmed that a feasible plan can be created, the necessary kanban number for the order quantity is calculated, and the operation on the shop floor is handed over to kanban.<\/p>\n<h2>Production Scheduler Operation for Production Preparation<\/h2>\n<p>In Japanese factories in Indonesia, the combination of production scheduler and kanban system was a major challenge in introducing the production scheduler. When work instructions are given by work-in-process kanban, it is necessary to choose whether to stop the kanban system and switch to the scheduler or use the scheduler for parts other than work instructions.<\/p>\n<p>In the kanban system, &#8220;production preparation from 3-month preliminary information&#8221; is usually performed, and this production preparation includes the following tasks.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Calculate requirements from preliminary information and arrange raw materials and outsourcing<\/li>\n<li>Capacity planning based on factory resource forecasts from preliminary information<\/li>\n<li>Visualization of the entire process (overall optimization)<\/li>\n<li>Delivery date management from preliminary (backward) and confirmed (forward)<\/li>\n<li>Simulation to maximize throughput<\/li>\n<li>Reallocation of resources within the factory<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>By entrusting work instructions to kanban and performing the above production preparation with the results of the scheduler, it is possible to combine the kanban system and scheduler. In factories with little demand fluctuation, daily work instructions can be made based on shop floor judgment, but when demand fluctuations are difficult to predict, rescheduling by the scheduler is necessary to create a more accurate plan.<\/p>\n<h2>System Operation with Awareness of Maximum Work-in-Process Inventory and Raw Material Procurement on the Shop Floor<\/h2>\n<p>In Indonesia, the purchase and production of automobiles stagnated due to the impact of the COVID-19 pandemic. In April 2020, production volume decreased by 79.6% year-on-year (104,847 units \u21d2 21,434 units), and domestic sales volume decreased by 90.6% (84,059 units \u21d2 7,871 units), causing a significant stagnation in the vast supporting industries, including automobile parts manufacturers.<\/p>\n<p>In a stagnant economic phase, &#8220;preventing overproduction&#8221; is more important than &#8220;how much can be produced.&#8221; One method is to create a plan that does not exceed the MAX inventory at the production planning stage and ensure that the planned quantity is consumed daily. Another method is to stop production if the relevant item exceeds the MAX inventory at the start of production and produce from items that have become work-in-process inventory after the previous process is completed, to prevent stopping the production flow.<\/p>\n<p>Systematizing a production plan that does not exceed MAX inventory is difficult, and delays in the plan have a significant impact on the subsequent process, so our company recommends a system that emphasizes actual results. For this, a function that allows checking the inventory status of the current process and the progress status of the previous process is necessary.<\/p>\n<p>In addition, production delays are not only due to upstream factors such as additional orders or machine failures but also downstream factors such as stockouts due to delays in raw material arrivals. It is necessary to create a mechanism to prevent shipment delays by allocating warehouse raw materials to high-priority orders with confirmed orders or delivery date responses first.<\/p>\n<h2>Types of Kanban Systems<\/h2>\n<h3>When Separating Withdrawal Kanban and Work-in-Process Kanban<\/h3>\n<p>Withdrawal kanban is clearly separated as a movement instruction, and work-in-process kanban as a production instruction. The e-kanban from the customer is replaced with the withdrawal kanban inserted in the box in the shipping area and shipped together with the box to the customer. In this case, 1 box is shipped, and the shipment is checked with the shipping slip and e-kanban. The replaced withdrawal kanban is retained in the kanban post.<\/p>\n<p><img decoding=\"async\" alt=\"Kanban system\" class=\"aligncenter wp-image-102408\" height=\"367\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2026\/08\/prod-child-1-1751.png-en.png\" width=\"650\"\/><img decoding=\"async\" alt=\"Kanban system\" class=\"aligncenter wp-image-102414\" height=\"361\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2026\/08\/prod-child-1-1753.png-en.png\" width=\"649\"\/><\/p>\n<p>The withdrawal kanban left in the kanban post in the shipping area is returned to the assembly product storage area and replaced with the work-in-process kanban inserted in the box when a specified number (in this case, 2) accumulates. The work-in-process kanban is returned to the kanban post, and 2 boxes are withdrawn to the shipping area.<\/p>\n<p>The work-in-process kanban left in the kanban post in the assembly product area is returned to the assembly area to start assembly work when a specified number (in this case, 4) accumulates. In the previous molding process, molding work is started using signal kanban when the MIN inventory is cut.<\/p>\n<h3>When Combining Withdrawal Kanban and Work-in-Process Kanban into In-Process Kanban<\/h3>\n<p>Withdrawal kanban and work-in-process kanban are treated as in-process kanban circulating within the same process. The basic flow is the same, but the in-process kanban left in the shipping area is returned to the kanban post in the assembly product storage area and 2 boxes are withdrawn to the shipping area when a specified number (in this case, 2) accumulates. The in-process kanban left in the kanban post in the assembly product area is returned to the assembly area to start assembly work when a specified number (in this case, 4) accumulates.<\/p>\n<p>The kanban number is the total number of (withdrawal kanban + work-in-process kanban) or the number of in-process kanban, and is calculated as follows.<\/p>\n<div class=\"graybox\">Daily required BOX number x (Kanban L\/T + Processing L\/T + Safety stock) = 1 x (2 + 4 + 0) = 6 pieces<\/div>\n<h2>Toyota Needs to Create an Input Plan for a Leveled Line<\/h2>\n<p>In Toyota&#8217;s final assembly plant, scheduling is meticulously calculated on a daily basis for &#8220;what to flow in what order.&#8221; Therefore, the kanban system, which is a pull-type system that withdraws only the necessary quantity of necessary items from the previous process and produces only the shortfall, is contrasted with the production plan created by MRP, which is a push-type system created by the management organization.<\/p>\n<p>To establish this assembly plant&#8217;s input order schedule, e-kanban (withdrawal kanban), which is a shipping instruction for partial deliveries 5 or 6 times a day, is sent to the subcontracting factory. Theoretically, there is no need for the subcontracting factory to create a production plan, but it is required to provide only what is needed at the necessary timing. Therefore, if the daily instructions are not leveled with the same variety in the same quantity, production preparation such as personnel arrangement and line rearrangement cannot keep up.<\/p>\n<p>In the kanban system, a system that can always produce what is needed when needed is required, and it is necessary to eliminate variations in production volume and product types. For example, producing 100 units today and 1 unit tomorrow results in a lot of waste and high costs. On the Toyota assembly plant side, even if there are many orders for the same model, a schedule is set to distribute the models to the mixed flow line so as not to exceed the production capacity of the in-house line and the subcontracting factory side.<\/p>\n<p>The reason why the subcontracting factory does not need to create a production plan is that the Toyota assembly plant side creates a meticulous production plan for leveling.<\/p>\n<h2>Frequently Asked Questions | Kanban System and MRP<\/h2>\n<p>Common points of discussion in Japanese manufacturing in Indonesia are briefly organized according to the knowledge in this article.<\/p>\n<h3>What is the difference between manufacturing instructions and kanban numbers?<\/h3>\n<p>Both can be calculated from requirement expansion based on preliminary information, but manufacturing instructions are push-type work units issued from the production management department to the shop floor. Kanban flows on the shop floor as a result of the pull-type where the subsequent process withdraws only the amount used from the previous process.<\/p>\n<h3>Why is leveling necessary in the kanban system?<\/h3>\n<p>Because large fluctuations in daily variety and quantity increase equipment investment and setup, leveling requires evenly distributing multiple varieties, externalizing internal setup, and multi-skilled workers, and pursuing it leads to a one-piece flow.<\/p>\n<h3>What is the meaning of combining a scheduler with kanban operation?<\/h3>\n<p>Because kanban alone has limitations in responding to sudden demand fluctuations and production preparation (material arrangement and capacity planning). A hybrid approach is effective, where requirement calculation from preliminary information and resource forecast planning are supplemented by the scheduler, and the suppression of overproduction on the shop floor is handled by kanban.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Japanese manufacturing companies in Indonesia utilize MRP to generate manufacturing orders and manage production with the kanban system. e-Kanban serves as\u2026<\/p>\n","protected":false},"author":2,"featured_media":104573,"parent":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[633],"tags":[],"class_list":["post-27879","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-indonesia-production-control-system"],"_links":{"self":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/27879","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/comments?post=27879"}],"version-history":[{"count":9,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/27879\/revisions"}],"predecessor-version":[{"id":102690,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/27879\/revisions\/102690"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media\/104573"}],"wp:attachment":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media?parent=27879"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/categories?post=27879"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/tags?post=27879"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}