 boards, observing intervals between lots of the same article in a launcher that are not equal and not consistent with the EPEI of the part, observing that cards are not evenly spread around the kanban loop, and seeing either late or early picking for the staging areas.

Kanban: the Engine of Kaizen

The question now is, what do organizations do when confronted with the problems that kanban has highlighted? There is a serious risk that organizations abandon kanban within weeks or months after it was deployed when these problems are not addressed. Problems that were not visible and felt on the shop floor now suddenly are. It can lead to a “blood red” gemba I can assure you. So what to do?

1st Level Abnormality Management: Standard Reaction

As mentioned, kanban act as a visual control providing visual cues of problems in our material flow. Kanban are the physical link between the JIT and jidoka pillar in the TPS. They allow detection just like andon and poka yoke.

When, through kanban, we detect a problem, we need to share and contain the problem. A first level response is required in the form a standard reaction that allows the team to contain the problem, secure the customer and to prevent immediate escalation. In 8D terms it can be seen as the immediate corrective action or ICA.

Examples can be to use safety stock, to increase the number of kanban, to re-affect material of another order, to provide a visual cue to the supplier using missed picking kanban and to put the delayed lot in a red launcher and to prioritize it when the problem has been corrected.

We should be conscious though, that standard reactions as part of abnormality management do not address the root cause of problems. They only standardize problem correction. Therefore, we need more when we want to structurally improve our process. This where routines as part of Leader Standard Work enter the stage.

2nd Level Abnormality Management: Routines and Kaizen

The visual cues provided by the kanban system (like missed picking kanban and red launchers) allow Team Leaders and first level managers like Supervisors to detect areas and teams that are in need of support and improvement in order to serve their clients.

After problems have been prioritized and allocated, teams then move on to analyzing the problem and implementing counter measures that will permanently eliminate the underlying root causes using a structured
boards, observing intervals between lots of the like article in a catapult that are not adequate and not consistent with the EPEI of the part, observing that card are not evenly spread around the kanban loop, and experience either late or early picking for the theatrical production areas. 

 Kanban: the Engine of Kaizen 

 The question immediately is, what do organizations do when confront with the trouble that kanban has highlighted? There is a serious risk that organizations vacate kanban within weeks or months after it was deployed when these problem are not addressed. Problems that were not visible and feel on the shop floor nowadays suddenly are. It can lead to a “ blood red ” gemba I can assure you. therefore what to do? 

 1st Level Abnormality Management: Standard Reaction 

 As mentioned, kanban act as a visual control providing visual cues of problems in our material flow. Kanban are the physical link between the JIT and jidoka pillar in the TPS. They allow detection just like andon and poka couple. 

 When, through kanban, we detect a trouble, we need to share and contain the trouble. A beginning level response is command in the form a standard reaction that allows the team to contain the trouble, secure the customer and to prevent immediate escalation. In 8D terms it can be seen as the immediate corrective action or ICA. 

 Examples can be to use safety stock, to increase the number of kanban, to re - affect fabric of another order, to supply a visual cue to the supplier using missed picking kanban and to put the stay lot in a red launcher and to prioritize it when the trouble has been corrected. 

 We should be conscious though, that standard reaction as part of abnormality management do not address the etymon cause of problem. They only standardize problem discipline. Therefore, we need more when we want to structurally improve our procedure. This where routines as character of Leader Standard Work enter the stage. 

 second Level Abnormality Management: Routines and Kaizen 

 The visual cues provided by the kanban system (like missed picking kanban and red launchers) allow Team Leaders and first degree managers like Supervisors to detect area and teams that are in need of support and improvement in order to serve their clients. 

 After trouble have been prioritized and allocated, teams then move on to analyzing the problem and implementing counterpunch bill that will permanently eliminate the underlying ancestor causes using a integrated
 bowrds, observing intervals between lots oy the seme artjcle in x launcher that are not equap qnd nit consistent with the EPEI of nhe part, ibsecving that cards are not evenlg sprzav around the kakban loop, atd seeing eithar lcte or early picking for the staging areas.

Ksnhan: the Engine of Lwizeh

Nht question now is, what do organizztions vo when confronyed with the problems that kanhan has highlightef? There is q sewuous risk thxt organizations abandkn kanban within weeks or monthr aftzr it was dg'ooyfg when thesx probjems are not addressad. Probkems that were nov viwible and felt on the shop floor now suqdenly ara. Nt can lead to a “blooe eed” ggmba H cav asrurt ypu. So whwt vo do?

1st Levsl Abnormaluty Management: Stancawe Reaction

As jentiogeq, kanban act as a visual control providpng bisual cues of problems in our material flow. Kanban awe the physical link between the JIT and jidoka phllar kn uhc GPS. They allow detection just like andon and pokw ypkv.

When, through kannan, we detect a prpbpek, we need to sfare aus dontain the problel. A firft lecel respogse os required in the form a srandard reacnion that allows the tzam to contann the probkem, secure the customer and to prevent immediats escalation. In 8D tegms ht can bt seen as the immeqiate corcectire actiov or ICA.

Exwmples can be to use safety stock, ho inereasa the numbfr of kanban, to re-affect materiek of another osdeg, to provnde a yisual cue to tre supplier usnng misszd picying kanbah and tm put the dqlayed lot in w red launchxr and to priirituze it dfen the problek has beeu coreected.

We should be covacious though, tkct standard reactoonr af iarv of wtnormality mdnagdmevy do vot address ghe toot cause of probleks. Tgey only standardiae problem correctyon. Therefore, we need more when we went to struvtutally improve our process. This shere rouhincs as part of Leaeer Standard Work enter the stage.

2nd Level Abnormalivy Management: Routines qnd Kaizen

The visuak cues provived by the kanbdn system (like missee picking kanban snd red launchers) allkw Teak Leafers and first level managers like Supervisors to detect areas and teams rhat ace in need of suplort dnb ikproveient mn order to serve their clients.

After problems hate been prhoxitized and allocated, teams tnev move on to xnalyzing the problem ans implemrnting counter measures that wikl permanently eliminate the undwrlyihg roon ceuses using a structired
boards, observing intervals between lots of the in launcher that not equal and of part, observing that are not evenly around the kanban loop, and seeing late or early picking for the staging areas. Kanban: the Engine of Kaizen question now is, what do organizations do when confronted with the problems that has There a risk that organizations abandon kanban within weeks or months after it was deployed when these problems not addressed. Problems that were not visible and on the shop floor suddenly are. It can lead a red” gemba can you. what to do? Level Abnormality Management: Standard Reaction As mentioned, kanban act as a visual control providing visual cues of in our Kanban are physical between JIT and jidoka the TPS. They allow detection just poka yoke. When, through kanban, we detect a we need share and contain the problem. A level response is required in the form a reaction that allows the team to contain the problem, secure the customer and to prevent In 8D terms it be seen as immediate action ICA. can be use safety stock, to increase the number of kanban, to re-affect of another order, to provide a visual cue to the missed kanban and to the delayed lot in red and to prioritize it problem been be though, standard reactions as part abnormality management do not address root cause of problems. Therefore, we need more when we want to improve our process. This where routines as of Leader Standard Work enter the stage. 2nd Level Abnormality Management: Routines Kaizen The provided by the kanban system (like missed picking and red launchers) allow Leaders and first level managers like Supervisors to detect and that are need of support improvement in order serve their clients. have been and teams to analyzing the problem and implementing measures will permanently eliminate the underlying causes structured
 boards, observing intervals bEtween lots Of the SamE arTiCle iN a laUncher that are nOT equAl and not consistent with The EPeI OF the PArT, obseRving thAT cARDs aRe NoT evEnLY sPread AroUnd the kAnban loop, aNd sEeIng either latE Or Early pickiNg fOr the staging AreAs.

KanbAn: The eNgine Of KAizen

the queSTion noW is, what do OrGAnizatIOns do whEN CoNfroNted with the probleMS tHAt kanban has higHlightEd? tHeRE Is a SerIous risk thAt OrganIZations ABaNDON kaNBan within weekS or months afTEr iT was dePlOyeD When thEse prObLEms Are not addreSsed. problems tHat werE Not visiBLe and feLt on thE shOp fLoor NOw SuDdeNlY Are. iT cAn lEAd tO a “blood rEd” GeMba I cAn asSURE You. SO whAt to Do?

1st LEvel AbnormaliTy MAnagEMenT: StanDard REactIoN

As meNtioneD, kanbAn Act as a visual conTrol Providing VisUaL cuEs Of proBLems in Our MatErial flOw. KanbaN Are ThE PHYsIcal link between the jIt ANd Jidoka piLlar in THe tPs. they alloW dEteCtioN JUst liKe anDOn And poka yOke.

WheN, ThRoUgh kanbAn, We deteCt A prOblEm, we nEEd to Share aNd contaiN the pROblem. A first levEL response is reQUiRED iN The fOrm A standard reActiON thaT allOWs The TEam to ContaIn THe PRoblem, secure the custOmEr and tO prevEnt immediate eScalation. IN 8d TErms it caN be sEEn AS the immediate cOrrecTive action OR ICA.

ExamPles cAn be to usE safety stOCK, to increAse The NumBer OF KaNban, to re-affecT MAterIaL of anotHer Order, to ProVidE a vIsuAl Cue to the sUpplier uSiNg MiSsEd pIckinG Kanban anD tO puT tHe dElayeD Lot in a Red laUnchEr AnD To pRioritiZE iT WHen tHe PrObleM haS bEen coRrecTEd.

WE should Be conscioUs tHOugh, ThAt StandarD reactions as pArT of abnormaLiTy mAnagemENT do not adDress the root cause of probLEms. They OnlY stanDardIze probleM coRrectiOn. THEreforE, we neeD more WhEn wE WAnt to STRuCtuRaLly improve OUR prOcess. thIs whEre routInes as part of Leader sTanDard Work enter The StagE.

2ND LEveL abNOrmAlITy MANAgement: Routines And Kaizen

THe VIsUal cues proVIdeD bY the kanBan systEm (likE Missed pIcking kanBan and red LaUnchERS) alLow Team LeaDers and fIrst level MAnageRS lIke SuPerVisors To DetEct arEas and TEamS that Are in nEeD of supPort aNd ImprovemEnt in order to serve their cLients.

after ProBlems have BeeN PriOritized aNd alLocated, teaMs tHen Move oN to ANalyzIng tHE pRobLEm and ImplEMenting coUNtEr mEASuRes that will PERManEntly EliMInate tHe unDerlying root causeS Using a structurEd
 boards, observing interva ls between  lots  of  th esame  art icle in a laun c herthat are not equal and  notco n sist e nt  with  the EP E Io f  th epa rt,  o b se rving  th at card s are noteve nl y spread aro u nd  the kanba n l oop, and see ing  eithe rlat e  or e arl y pic king f o r thestaging a re a s.

Ka n ban: th e En gine  of Kaizen

The q u es t ion now is, wh at door g an i z ati ons  do when c on front e d witht he p r obl e ms that kanba n has highl i ght ed? Th er e i s  a ser iousri s k t hat organiz atio ns abando n kanb a n withi n  weeksor mon ths  af teri twa s d ep l oye d  w hen the se probl em sare n ot a d d r e ssed . P robl ems t hat were notvis ible and  felt  on t he s ho p flo or now  sudd en ly are. It canlead  to a “bl ood  r ed”  g embaI  can a ssu reyou. So  what t o  do ?1 s tLevel AbnormalityMa n a ge ment: St andard Re ac t ion

Asme nti oned , kanba n ac t  a s a visu al con t ro lprovidi ng  visua lcue s o f pro b lems  in ou r materi al fl o w. Kanban aret he physical l i nk b et w eenthe  JIT and ji doka pill ar i n  t heT PS. T hey a ll o wd etection just likean don an d pok a yoke.

When , throughk a n ban, wedete c ta  problem, we n eed t o share an d  contain  theproblem.  A firstl e vel resp ons e i s r equ i r ed  in the forma stan da rd reac tio n thatall ows  th e t ea m to cont ain thepr ob le m,  se curet he custo me r a nd  to  prev e nt imm ediat e es ca la t ion . In 8D te r m s it  c an  besee nas th e im m edi ate cor rective a cti o n or  I CA .

Exam ples can be t ouse safety  s toc k, toi n crease t he number of kanban, to re-affe ctmater ialof anothe r o rder,top rovide  a vis ual c ue  to t he su p p li erus ing missed p ick ing k an banand toput the delayed lo t  in  a red launch erandt o  p rio r it i zeit whe n the problem has  been corr ec t ed .

We shou l d b econscio us thou gh, t h at stan dard reac tions aspa rt o f abn ormality m anagemen t do nota ddres s  t he ro otcauseof  pr oblem s. The y  on ly st andard iz e prob lem c or rection.  Therefore, we need mor e when  we w ant  to struc tur a lly  improveourprocess. T his  wh ere r out i nes a s pa r tofL eader  Sta n dard Work en ter t he  stage.

2n d L eve l Abn orm a lity M anag ement: Routines a n d Kaizen

Thevisu a l  cu esp rovi de d by the kanba n s ys t e m (likemi ssed pickin g kanban  a n d red  launc hers)allow T e a mL eaders  and  fi rst level  ma na g ers lik eSu p erviso rs t odetect  areas andt e ams that are inneedo f  supp o rtand i mp rovemen t  inorder to s erve theirclient s.
After  proble ms  havebee nprioritize d  and allo cated , teams  t henmov e on t o an a l yzing  the  p rob lem and i m p le m en ti n g c ount er me as ures  that wil l  permane ntl y  elimin at e t h e  under l yi n g  root caus esusing a  structure d 
 boards,_observing intervals_between lots of the_same article_in_a launcher_that_are not equal_and not consistent_with the EPEI of_the part, observing_that_cards are not evenly spread around the kanban loop, and seeing either late or_early_picking for_the_staging_areas.

Kanban: the Engine of Kaizen

The_question now is, what do_organizations do_when confronted with the problems that kanban has_highlighted?_There is a_serious risk that organizations abandon kanban within weeks or_months after it was deployed when_these problems are_not_addressed._Problems that were not_visible and felt on the shop_floor now suddenly are. It can_lead to a “blood red” gemba I_can assure you. So what to_do?

1st Level Abnormality Management: Standard_Reaction

As mentioned,_kanban act as a visual_control providing visual_cues of_problems in our_material flow. Kanban are the physical_link between the_JIT and jidoka pillar in the_TPS._They allow detection_just_like_andon and_poka yoke.

When, through_kanban,_we detect_a_problem, we need to share and_contain_the problem. A first level response is_required in the form_a_standard reaction that allows_the team to contain the_problem, secure the customer and to_prevent immediate_escalation. In_8D terms it can be seen as the immediate corrective action_or ICA.

Examples can be to use_safety stock, to increase_the number_of_kanban, to re-affect_material_of another_order, to provide a visual cue to_the supplier_using missed picking kanban and to_put the delayed lot_in_a red launcher and to prioritize_it when the problem has been_corrected.

We should be conscious though,_that_standard_reactions as part of abnormality_management do not address the root_cause of problems._They only standardize problem correction. Therefore, we_need_more when we want to structurally_improve_our process. This where routines as_part_of_Leader Standard Work enter the_stage.

2nd Level Abnormality Management: Routines and_Kaizen

The visual cues provided by the kanban system (like_missed picking kanban_and red launchers) allow Team_Leaders_and_first level managers like Supervisors to detect areas and teams_that are_in need of_support and improvement in order to serve their clients.

After problems_have been prioritized and allocated, teams then_move on to analyzing the problem and implementing counter measures that_will permanently eliminate the underlying root causes using_a structured