CBCS EXERCISE
1.What is the number of c-Kanban required if the demand for a product is 21 units per day, and
each container holds 3 units, considering the following time intervals: 32 minutes waiting at
the withdrawal Kanban post, 52 minutes to move to the upstream station to collect the
container, 60 minutes to move back to the downstream station, and 48 minutes waiting in the
downstream buffer until the container is accessed and the Kanban is put back in the mailbox?
2. What is the number of p-Kanban needed if the demand for a product is 21 units daily, and
each container contains 3 units? Taking into account various time intervals: 15 minutes waiting
in the Kanban receiving post, 2 minutes for Kanban movement to the production ordering
Kanban post, another 3 minutes of waiting time at the production ordering Kanban post.
Additionally, considering manufacturing times of 6 minutes for setup and 3 minutes for running
(without in-process waiting). Moreover, 5 minutes for container movement to the store and 17
minutes waiting time at the store. Calculate the required number of p-Kanban.
3. Calculate the required number of Kanban for items X, Y and Z. Also compute the safety
margin in each of the cases
X Y Z
Demand 110 per day 90 per week 25 per hour
Cycle Time per 5 hrs 1 day 20 min
Kanban
Container size 40 units 10 units 5 units
Safety Margin 10% 0% 30%
4. Superseven Corp. uses a two-card kanban production system. Inventory levels are roughly
proportional to the number of kanbans. For one part, the average usage rate is 1400 parts
per day, container size is 50 parts, and cycle time per batch is two hours. Superseven is working
to reduce the lead time to 100 minutes. Assuming no safety stock is carried, what effect would
this have on average inventory?
5. The daily demand for parts made at machining workcell JMB is 1600 units. The average
processing time is 25 seconds per unit. A container spends, on average, six hours waiting at
JMB before it is processed. Each container holds 250 parts. Currently 10 containers are being
used for the part.
a. What percent safety margin of stock is being carried?
b. If you wanted to retain this safety margin, but remove one container, to what value must
the waiting time be reduced?
c. What would happen if the demand for parts increased to 1900 with K = 10?
6.A worker sorts of parts at a rate of 400 per hour. A material handler arrives every half hour,
drops off empty bins and departs with bins of 100 parts. How many kanban are needed for
a safety margin of 20%?
7. Describe the fundamental differences between push production systems and pull production
systems.
8. What conditions must be present for the implementation of pull production, and in what
scenarios is pull production not suitable?
9. What broader significance does pull production hold beyond solely managing inventory
levels?
10. For the following, indicate whether MRP or Kanban would be more effective for production
control:
a. An automobile assembly plant that produces 10 car models.
b. A shop that produces a large variety of custom-ordered products.
c. An assembly operation that involves 20,000-part numbers.
d. An assembly operation that involves 50-part numbers.
e. An assembly line plant where all parts are outsourced.
11. Many units at various levels of completion are kept unattended in the assembly shop of a
large air conditioner manufacturer for commercial and industrial buildings due to a shortage of
parts. Assembly workers install parts and subassemblies that are sent from other departments.
Is the system pull-or push-based? Make suggestions for how to make the system better.
12. Why Use a Card Based Control System Rather than the latest technology?
13. What is the key weakness of the Kanban, that has been addressed by ConWIP and POLCA?
14. "Explore and illustrate the diverse applications of Kanban beyond traditional
manufacturing. Investigate and present at least three different domains or industries where
Kanban principles and methodologies are effectively applied, discussing the specific
adaptations and benefits within these non-manufacturing contexts."
