Kanban is a Japanese word by which a Lean Production technique is commonly referred to.<\/p>\n
In particular, the aim of kanban is to avoid overproduction, which is the waste that has the greatest impact on the performance of a production system.<\/p>\n
It appears to be an ‘innovation’ methodology but, as is often the case, theory often loses strength in practice. And this is what we believe has happened with the Kanban method.<\/p>\n
To stimulate you in this reasoning, we propose the same questions we have asked ourselves:
\ndo you know suppliers who offer something at zero cost on a repeated basis over time?
\nwould you entrust a single supplier with all purchases for your company, aware of the risks involved?
\nwould you give a delivery man access to the cupboards in your house, allowing him to fill them with pasta, jam and fruit if necessary?<\/p>\n
We are aware that, for those who know their way around the practical world, these are rhetorical questions, just as we are aware that the last question is (deliberately) pushed to excess.<\/p>\n
In our eyes, it remains evident that this method does not serve the interests of the customer in any way.<\/p>\n
One clarification: we speak of the Kanban method in relation to our experience and our production reality.
\nAlthough we produce fastening systems, we are well aware that fasteners are a category C product.
\nTo put it more clearly, here is a ‘nice’ comparison: vitaria is as valuable as toilet paper.
\nLittle things considered useless, but which would be a problem if they were not there<\/p>\n
Yes, it makes one smile, but it is a very important topic.<\/p>\n
The ancillary service to these ‘C-categories’ (around the grapevine) includes facilities, technologies, pushes, ad hoc management programmes and the employment of significant personnel… all of this often costs more than the grapevine itself.<\/p>\n\t