Throughout the book we have developed a basic model (repeated in Figure 10-1) for the implementation of kanban scheduling. This model contains seven steps, listed in Figure 10-2, for implementing and maintaining the kanban. In keeping with the basic tenets of the Toyota Production System and Lean manufacturing, we have shown this model as a continuous loop of implementing and improving the kanbans. Today's competitive manufacturing environment requires this philosophy of continuous improvement and change to survive.

Figure 10-1: Kanban Implementation Model.

In Chapter 1, we also said that many people didn't implement kanban because of lack of understanding and fear of change. We hope that this book clears up the lack of understanding and that it gives you the means to address your implementation fears. We believe that the best way to address your fears is by developing plans that prevent these fears from occurring. This belief leads us to stress:

• Using current process data to calculate the kanban quantities

• Developing written kanban operating rules and visual management plans that spell out the when, where, and who of the kanban design

We also proposed several keys to successful implementation of kanban scheduling to help in formulating your kanban. These items are shown in Figure 10-3. Throughout the book we have built our concepts around these keys.