[原创]How to Restore the Corrupted Kanban Data of Kanban Parts
Briefing:
An ocean of data generated by more and more software is used to help and guide our complicated business activities. In a sense, varieties of data are the virtual forms of those ever changing business activities and events. This should always be kept in mind. Otherwise, those data may become meaningless data games.
In my previous article of Introduction to Electronic
In this case study, since the buyer had been informed that the data pending issue in the data communication between their company’s ERP system and the electronic kanban system with one of their vendors has been solved after it was corrupted (the electronic kanban system failed to show the correct on hand stock and the consumption quantity), he was required to make some necessary adjustments to keep the electronic kanban system back on track.
What did he do to adjust the kanban data of kanban part A? The kanban data becomes as follows after the buyer made some adjustments by having factored in the following elements:
l The total kanban number of Part A is 18
l The correct on hand stock is 10 kanbans at present instead of 12, which was incorrectly shown on the electronic kanban system
l The consumed kanban number is adjusted to 8 (18 -10)
On hand
Stock and Consumed Acknowledged Scheduled To Shipped
Received Ship
12 0 3 0 3
(12 kanbans are in the On Hand Stock and Received Column, zero in the Consumed Column, 3 in Acknowledged Column and 3 in Shipped Column)
On hand
Stock and Consumed Acknowledged Scheduled To Shipped
Received Ship
10 8 0 0 0
(10 kanbans are in the On Hand Stock and Received Column, 8 in the Consumed Column, zero in both Acknowledged Column and Shipped Column)
Is he right in making such adjustments? Obviously he’s wrong, for he didn’t consider the kanbans in the vendor premises. Actually if we are told that all the kanbans in the whole cycle are full (let’s assume that the kanban number in the Consumed Column means the quantity issued to the assembly line but not “consumed” yet), something must be wrong.
Once the buyer was prompted to take into account the kanbans in the vendor premises, he just made some adjustments (no more than this) so that the kanban data of Part A now looks as follows:
On hand
Stock and Consumed Acknowledged Scheduled To Shipped
Received Ship
10 2 3 0 3
(10 kanbans are in the On Hand Stock and Received Column, 2 in the Consumed Column, 3 in the Acknowledged Column, and 3 in the Shipped Column)
Is he right this time? Perhaps yes, but in most cases this is not enough. Why? Because data generated by the electronic kanban system is the virtual forms of our ever changing business activities and events, and we can’t simply make changes without communicating with parties affected (the vendor in this case) the business activities and events represented by the data. Let’s have a close look at the data pending issue. Thanks to this pending incident, the vendor can’t recognize the consumption situation of Part A in a timely manner as required. Consequently, it may not arrange its production and shipment when actually it’s high time for the vendor to make such an arrangement, for kanban parts are triggered by consumption, and sometimes missing some consumed kanbans (two kanbans in this case) may have the electronic kanban system failed to reach the predefined triggering point.
It still sounds a little sticky. Let’s translate what is mentioned above into tangible business activities that the buyer should have done immediately after he had made the adjustments on the electronic kanban system:
l Call the vendor to tell them the adjustments he had made and the reasons why he had made such adjustments
l Ask the vendor to accelerate its production and shipment arrangement if necessary.
l Tell the vendor the exact kanban number that is required to be sped up and when the accelerated kanban number should arrive at the buyer’s premises to prevent potential material shortages (when it’s deemed necessary to accelerate the vendor’s production and shipments)
l Ask the vendor to make necessary adjustments on the electronic kanban system while it has physically adjusted its production schedules and shipment plans so as to ensure the transactional world (the electronic kanban system) matches the physical world (the vendor’s production schedule and shipment plan).
Only when all of them are done can we safely draw a conclusion that the data pending issue has been successfully solved.
推荐到鲜果： 查阅更多相关主题的帖子: Electronic Kanban System Data Flow
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