Kanban - Authorising the flow

This guide is aimed at people involved in the implementation of Kanban within a manufacturing environment. It outlines a ‘roadmap’ for implementation including how Average demand, Order frequency and Stability of demand are measured and used in an empirically tested calculation to automatically determine if an item is a suitable candidate for Kanban or not.

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About Paul Everitt

Paul is an experienced, focused consultant and coach based in the West Midlands. He completed an electrical apprenticeship with Lucas Electrical and later obtained a B Eng (Honors) Degree [2.1] in 2002 at Wolverhampton University.

Paul was involved in the early stages at Toyota’s Burnaston plant as a Maintenance Team Leader, this included assisting with the installation of assembly shop machines and equipment, building a multi skilled Maintenance team and improving the performance and reliability of assembly shop equipment.

Experiences gained at Toyota include:
Hands on reactive, proactive and predictive maintenance
Developed & implemented Planned Maintenance system
Introduced daily checks
Technical training e.g. PLCs Servo SCADA
Trained in and led problem solving activities (5y Root cause analysis)

During his time at Toyota, Paul spent a month at Japan’s Tsutsumi plant being trained in TPS through a hands on training program in Just-in-Time, Jidoka, Kaizen, Waste identification, 5s, Poka-yoke, Kanban, Haijunka, Takt time, Standardised work, Andon systems and 5y problem solving.

After leaving Toyota, Paul worked for a number of large Automotive tier 1 suppliers (Johnson Controls, Federal Mogul, Rieter Automotive, Collins & Aikman) in the roles of Manufacturing Engineering Manager and Quality Manager. Using the knowledge gained at Toyota he was able to implement systems to eliminate waste and greatly improve performance in these fields.

In 2005 Paul setup Lean Manufacturing UK Ltd and has worked with several clients (within and outside the automotive industry) over numerous sites introducing Lean Manufacturing principles.

By coaching clients employees in fully understanding the ‘Lean mindset’ and the application of appropriate lean tools, considerable and sustainable savings have been achieved:

Learn more about Paul Everitt


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