Planning & Implementation of a Kanban Scheduling System
Vallas, Vili (2019)
2019
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2019112221988
https://urn.fi/URN:NBN:fi:amk-2019112221988
Tiivistelmä
The aim of this project was to plan and implement a new scheduling system for the raw materials of the production line in Konecranes GmbH, whilst trying to find new ways of increasing the lead time in the production. This thesis will show the different stages that are required for material and storage creation in SAP.
The assignment was to analyze the different materials and its procedures it takes to input them into the company’s current system, SAP ERP which will be explained further in the thesis. Through a Kanban system, certain bottleneck stations could be identified and then possibly improved upon.
The methods used for this are both theoretical and practical that are being used as the methods of gaining data, being a part of the project during the seven-month period. Action research, interviews and observations are considered as the methodology.
The results show a definite possibility of further improving Kanban, maybe even considering electronic Kanban instead of the manual version to increase the efficiency level. Takt times have already reduced after witnessing the initial stages per different production stations and suggests that further research could be done on the topic.
The assignment was to analyze the different materials and its procedures it takes to input them into the company’s current system, SAP ERP which will be explained further in the thesis. Through a Kanban system, certain bottleneck stations could be identified and then possibly improved upon.
The methods used for this are both theoretical and practical that are being used as the methods of gaining data, being a part of the project during the seven-month period. Action research, interviews and observations are considered as the methodology.
The results show a definite possibility of further improving Kanban, maybe even considering electronic Kanban instead of the manual version to increase the efficiency level. Takt times have already reduced after witnessing the initial stages per different production stations and suggests that further research could be done on the topic.