Once you have an action plan, then you are ready to discuss coordination of the kanban design and how the production process will transition to kanban scheduling. When you consider the coordination process, consider who needs to approve, concur with, or understand the design. People who are probably interested in the plan include the plant manager, the materials manager, the production managers and supervisors, the material handlers, and (last but not least) all the production operators. Once you have determined who needs to buy into the plan, then determine how and what to communicate with them. Also, determine whether there is any specific order you want to follow each organization has its own coordination path, so follow yours.

As you proceed through the coordination process, be prepared for feedback that might change your plans. As a matter of fact, on the first two or three kanbans you implement, expect the rules to undergo several revisions as people begin the transformation to kanban scheduling. Address the feedback use what you can and discard the rest. As a courtesy, when you reject suggestions, always explain why you did not accept the suggestion. Finally, to help in implementation, plan the coordination process so the rules are finalized before the start of training.