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Handing over this document to a third party only with permission of Leoni Bordnetz-Systeme GmbH – All rights reserved WSD employees have to check the validity of the document before use – only officially released documents published on LISA are valid AA 3140 Page 1 of 25 Kanban – Manual KANBAN –MANUAL KANBAN: Material- and information flow control system Issued: Rekoskum/ Schulz 12/00 Revision: S. Bauer 2/10.09 Released: Nicklas Translated: Revision: Released:

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Page 1 of 22 Kanban – Manual

KANBAN –MANUAL

KANBAN:Material- and information flow control system

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 2 of 22 Kanban – Manual

Contents

1.0 Introduction Kanban

1.1 What is Kanban1.2 Objectives of Kanban1.3 Production control by means of Kanban1.4 Conditions for Kanban1.5 The Kanban regulations1.6 Kanban types1.7 Influence factors for the layout of the Kanban1.8 Characteristics of production control by means of Kanban1.9 Kanban cards -> <-

2.0 Introduction of the Kanban System

2.1 Procedure for the introduction2.2 Project start up2.3 Plant actual analysis2.4 Kanban Concept2.5 Equipment definition and provision2.6 Introductory preparation2.7 Kanban installation2.8 Project finalisation

3.0 Maintenance and service of the Kanban System

3.1 Parts management

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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1.0 Kanban Introduction

1.1 What is Kanban

Kanban is a simple organisational principle developed in Japan (material and information flow control system), which lowers manufacturing cost and throughput times by reduction of material stock levels.For all manufacturing levels the Just-in-Time principle is strived for. Contrary to ‘normal‘ material control, components are requested by means of the ‘Pick-Principle‘ whereby material is submitted according to user-demand. This is controlled by means of the Kanban card attached to the container. A quick and save replacement of used parts is ensured by the respective organisational-means and regulations.Kanban can be applied for the control of the entire material flow from the supplier to the customer. It may be as well successfully applied in connection with conventional control techniques (order control) for part of production or for certain products only.

1.2 Objectives of Kanban

Increased degree of supply services (delivery period, - reliability, -quality, - flexibility)

Avoiding surplus production Reduction of material stocks in production Reduction of throughput times Reduced control measures Increased personal motivation due to greater responsibility Raised transparency of material flow Reduction of quality -> <- costs due to more transparent material flow The right material is available, in the right quantity, at the right time, in the right

quality and at the right place.

1.3 Production control by means of Kanban

For the Kanban System, all manufacturing processes are synchronised with the last process and joined like an endless chain. Between the single production steps customer-supplier relations are established and refined (self-controlled systems).By means of the Kanban card the respective customer/user gives a production order or supply order-><- to his supplier / pre-manufacturing step. -> <- The supplier manufactures or supplies according to customer demand -><- (dead line date and quantity). The period for the replacement order determines the deadline for the container replenishment / completion of order.By means of the Kanban cards all essential production date are transmitted automatically. Hereby information regarding what, how many and where -> <- the material must be transmitted from the previously storing position to the new manufacturing operation.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 4 of 22 Kanban – Manual

Kanban cards are sowith on organisational tool for the control of Production in the sense that the successive operation process draws the material from the previous process (Pull-Principle).By means of the combination of information for material and affected storage locations in one medium, the Kanban cards ensure integration of materials – and information flow.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 5 of 22 Kanban – Manual

The sequence between the previous and successive operation is shown in the following sequential diagram:

1.4 Conditions for Kanban

Set up of manufacturing flowIt is essential to create a continuous material flow with standardised working methodes in a repeating rhythm. The continuous material flow allows for continuous production. This method should suppress variations and avoid continuous adaptation of the system caused by modifications.

Reduction of Lost SizeProduction in large batches has a negative effect in the instance of production defects and part shortages. Therefore, batch sizes should be reduced. To further ensure economic production, it is essential to reduce the set-up times.

Levelling of ProductionA levelled production process is a continuous even production flow without variations in the quantities produced. Levelling of the last Production Process is specifically important since production variations in this area increase the loading of previous production process. The aim is to restrict the variations as for as possible in orders to optimise the Kanban System.

Shorting and Standardisation of Transport CyclesSince the material supply for the subsequent process emanates in a production demand for the previous process, the transport cycles should be standardised and the frequency be increased. Frequency increases mean an increase of the container quantity per unit of time. Transmission of the Kanban cards by the

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

Parking Bay for empty Containers

Letter Box

Previous Operation Process

Successive Operation Process

Red Letter Box

Empty containers are placed in the parking bay

Empty containers are collected from the parking bay.

Collection of required Products by the Successive operation

Kanban Cards are placed in the Letter Box after usage of components

Kanban Cards from the Letter Box are considered production orders. Processing of the orders is to be performed within the defined replacement time.

When required parts are not available the respective Kanban Cards are placed in the red letter box

Kanban Cards from the red Letter Box must be handled with highest priority. Emergency strategy to avoid missing components.

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Page 6 of 22 Kanban – Manual

successive process must be executed effectively and timeously accurate. These measures contribute as well to the levelling of production.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 7 of 22 Kanban – Manual

Continuous ProductionWith introduction of the Kanban System it is possible to effect the material flow within the line as well as between the proceeding and subsequent processes in the form of an endless cycle. This means that production can be executed continuously. Control of manufacture is exercised via the Kanban Card.

Addresses determination (aim and source of components and Kanban containers)Addresses on the Kanban-card should with little informative elaboration provide sufficient orientation for the effected workstations. All source- and targeted storage locations must be provided with addressed in order to ensure perfect assignment of the containers and parts.

Determination of Packages / Container selectionTransporting the components requires containers which can be handled easily, do not effect the quality and the quantity of components can be determined exactly. In every containers only one part number may be transported. The container filling for several containers of one part number must be equal and suit the requirements.

Low Change frequency and new Production commencementTo fulfil the aforementioned pre-conditions change frequencies and the number of new start-ups should be limited as for as possible. Only this ensures that the Kanban sequence harmonises and thus ensures a smooth material flow.

1.5 The Kanban Regulations

Maintaining the Kanban regulations ensures a smooth flow of the Kanban.In instances of irregularities the reasons must be analysed immediately and the operators be trained accordingly.

To every filled container unit belongs a cardA container unit can be composed itself of several single containers. The accurate amount of filling and the number of single containers for a container unit can be found in the Kanban Card.

Without the card the material-and information flow is interrupted and Production stops. The card serves as identification and as source - / target address of the material.

When the last Part is removed from the Container the Card must be posted in the Letter Box, because otherwise it comes to over supply of the destination address.Thereby it is important that the information flow is maintained. For this purpose the letterbox for the collection of the cards must be placed in a firmly defined location. Only handling-on of the cards to the proceeding process at the correct

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 8 of 22 Kanban – Manual

time ensures an uninterrupted material flow. This can be implemented only after the last part has been withdrawn. Decisive is a uniform, firmly defined time period for the transmission so as to achieve on even info – and material flow.

The Subsequent Process draws the Material from the proceeding ProcessThis is the decisive rule for the set-up of a pull-system. Only this ensures that the proceeding process is adapted to the requirements of the successive process and sowith operational. The control proceeds only via the Kanban Card. Without Kanban card no production and no transport takes place!

In the context of the preparation time optimization production takes place in a sequence in which the subsequent process draws the material.As more accurate the subsequent process draws the required parts, as better is the information transmission to the proceeding process and sowith strengthness the trust between the departments. Formation of such a trust relationship reinforces the effect of the Kanban and the co-operation of the production steps. The Subsequent process imparts only material actually required as per Kanban Card.

Only the Quantity draw by the succeeding Process will be producedThe Quantity gathered is determined by the quantity reflected on the Kanban Card. In this way the singular processes will be interlinked and synchronised.Sowith all process are interlinked by timeously staggerd intervals.

Missing Parts must be advised immediatelyOccur part shortages in a process, then the proceeding process must be informed concerning the shortages immediately and the Kanban card be placed into the ‚Red Letter Box‘. The cards in the ‚Red Letter Box‘ must be treated with top priority. If the use of the red-letter box increases in frequent, the problem must be closer investigated.

The Cards will be Compiled and Administrated by the respective Process Engineering Dept. (AV) or by the Kanban Co-ordinatorThe Kanban cards may be produced only by the respectively AV or the Kanban Co-ordinator so as to avoid misuse and duplication.

The Kanban Cards must be treated carefullyThe cards are the basis for the information – and material flow and must be treated correspondingly. A permanent adjustment of the cards (specifically the filling quantity and the number of cards) are essential. It is the aim to fulfil the requirements of the subsequent process by means of the lowest possible stocks.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 9 of 22 Kanban – Manual

This particularly requires an increased dimension of discipline by the operators who have to ensure that no cards are added, lost, destroyed respectively damaged.

Defective Parts may not be Passed onDefective parts discovered may not be passed over to the following process. When a defective part is discovered corrective measures must be initiated immediately to rectify the cause. The defective component has to be treated according to VA 3039. Avoidance of submission of the defective parts serves the assurance of the quality supplied to the customer and reduction of manufacturing costs since defective pats will not be processed any further.

Kanban Container may be placed only in the specified and Prescribed LocationsTo ensure a smooth material flow, the Kanban containers may be stored only in the specifically described and respectively marked locations.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 10 of 22 Kanban – Manual

1.6 Kanban types

Internal KanbanInternal Kanban is the designation for all material provision cycles within the Leoni-manufacturing plants.

Purchase Parts Kanban (Transfer Kanban)Purchase Parts Kanban is the designation for all material provision cycles between receiving store and the respective manufacturing level (e.g. pre-assembly or final assembly). The manufacturing operations draw the -><- required purchase parts in the form of transfer from the receiving store. Belonging to purchase parts are e.g. connectors, connector lids, terminals (loose material), seals, shrink sleeves, cable ties etc.. The staging of the purchase parts may be at the work place, within the segment or centrally for the entire manufacturing area.

Wire Kanban (Production Kanban)Wire Kanban is the designation for all material provision cycles between cutting / crimping and the respective assembly operation, such as for instance for harness pre-assembly or final assembly.Assembly transmits by means of the Kanban cards the order to cut-/ and crimp to produce the respective wires required. The Kanban card control in cut-/ and crimp is an IT–supported sequence optimisation to take account of the increased set up times for the automatic crimping machines.

The Kanban card contains additional information of the production plan for the manufacture of the respective wires. The staging of the wires can be done at the work place, within the segment or centrally for the entire production area.

Pre-Manufacturing - / Pre-Assembly KanbanPre-manufacturing-/ pre-assembly Kanban is the designation for all material provision cycles between harness pre-assembly / pre-manufacture and final assembly. Final assembly allocates the order per Kanban card from pre-manufacture / pre-assembly to produce the respectively required products.The Kanban card control in pre-manufacture / pre-assembly serves to accommodate the set up times by means of a manual sequential optimisation.The Kanban card may carry additional information of the production plan for the manufacture of the required Product when the Kanban requirements do not provide these. The speciality is than that the order details relating to the various manufacturing processes within the pre-manufacture / pre-assembly is contained in the Kanban card in sequential order. (e.g. starting with US-welding, continuing with the sleeve shrinking and subsequently placing the terminal into a connector as a pre-assembly operation).

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 11 of 22 Kanban – Manual

Provision of the pre-manufacture/pre-assembly may be performed directly at the work place, within the segment or centrally for the entire production.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 12 of 22 Kanban – Manual

1.7 Influential Factor for the Layout of the Kanban -> <-

The replacement time is the only influential factor!It is defined as the full capacity number of units (for security an addition of 10% can be included). e.g. at 30 hours: Number of items by 24h * 30h (rounded up to bundle quantity)

1.8 Characteristics of Production Control by means of Kanban

Replacement TimeReplacement time designates the time period required for the replenishing of the container. This starts with the use of the first or last part and finish with the provision of a full container at the designated storage place.

1.9 Kanban cards -> <-

On the Kanban cards all relevant information pertaining to the part must be included. The minimum contents of the card should be:- Part Number / Product Number (Leoni part-no., supplier-No.)- Part description- Source-and dedicated storage location- Type and number of containers- Contents quantity / quantity per container- Kanban – Registration number of the card for identification purposes

Manual changes of the card are not permitted. Changes can only be initiated by Engineering or the Kanban coordinator whereby a new card will be generated.-> <- In principle there are two types of cards: Lost cards (for single usage): In the control cycle “cutting room - manufacturing of products” Durable cards (for multiple usage): In the control cycle “cable preparation - pre-assembly - final assembly”

2.0 Introduction of the Kanban System

2.1 Procedure for the Introduction

If the introduction of Kanban is approached as a project, the introduction should be done according to the project management manual (see C6 Project Management, Enclosure 1a: Project Management Manual). The implementation should be done in the following steps: Project start up Actual analysis of company/plantIssued: Rekoskum/

Schulz 12/00Revision: S. Bauer

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Kanban concept Introduction preparation Kanban introduction Project finalisation

The above steps are described closer in the following chapters.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Page 14 of 22 Kanban – Manual

2.2 Project Start up

Name the Project TeamThe interdisciplinary composition of the project team will be determined by the project leader in agreement with the ordering party and the responsible department managers -><- (see enclosure 1a of management process C6).

Team Kanban TrainingIf necessary, the team members must be instructed and trained in the methods and procedures to be applied prior to start up of the project.

2.3 Plant Actual-Analysis

Check the Kanban Capability of the ProductsFor the evaluation of the Kanban capability of the products criteria such as the number of new start-ups, the change frequency as for instance for model change as well as the type –varieties on production facilities. Added to this criteria are such as the size of the requirement variations and the planned quantities. As lower the number of essential changes in the system as better and securely works the Kanban System.Generally, the pre-conditions for the Kanban are available from WSD.

Implement Product Data CapturingFor the product data capturing the product spectrum and related type-/quantity structure shall be incorporated. Additionally to the material data, aspects such as description, part-no., weight of part, and dimensions of the products / articles (e.g.-quantity of parts per litre), but also production plans and parts lists -> <- must be included.A further important point is the determination of the material usage of the singular products / articles.

As basis applies (refer also under 3.1 Part Management ‚ New Parts / Initial Production Parts‘):- Product Number where in the new part will be used

(Part usage evidence)- Average requirement of parts per month- Summary of product numbers with quantity requirements of product groups

and gross requirement list per product group to be established - Sample parts for determination of container size- Weight per part- Special conditions of parts (e.g. Storage conditions)- Supply quantities (Pallet contents quantity, Packing unit)

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Material Flow Analysis to be conductedThe material flow analysis serves to standardise the material flow. The material flow of all products must be determined to define a standardised container flow for the Kanban containers. A standardised container is one of the pre-conditions for a functional Kanban System.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

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2.4 Kanban Concept

Establishment of Kanban Concepts and determination of CyclesAs a first step of the Kanban concept the cycles of the containers must be determined for the various products. In further steps the container size must be determined as well as the number of containers required. Additionally, the layout of the Kanban card and the definition which information must be incorporated and be determined. Likewise the quantity of he required letterboxes and work places must be determined. For a new establishment of a Kanban System at a company / plant, it is sensible to start off with a pilot segment and a pilot product, so that experience and trust can be established amongst the employees quickly.

Material Provision Concept in Goods Receiving to be establishedIn this instance decisions must be made in which form the provision of products for replenishment of the Kanban containers must be implemented. Principally two variations may be applied. On the one side the provision is in the original packing or alternatively immediate re-packing (with or without weighing) and provision in the respective Kanban containers.For the provision in original packing the re-packing into Kanban containers takes place optionally on requirement. This means only directly during the proceeding material requisition (JIT).At the second variation the parts received are packed directly into the Kanban container and stored in an assorted manner or at a predetermined location.

Material Provision Concept to be established in ProductionThe material provision concepts for production contains the procedure for a central or decentral provision of Kanban containers and the selection of provisioning shelves in the production area.

Personnel Concept for Plant-Kanban-Attendance to be establishedWithin the personnel concept must be determined how attendance to the Kanban System has to be ensured. It has to be distinguished between a central service by a Kanban Co-ordinators and a decentral service by an employee of the Process Engineering Department responsible for a certain product section. Attendance by the central AV has to be favoured.Above this, the objectives such as adaptation of the Kanban cards in the instance of volume – and changes of the container content-quantity or part changed must be allocated. Likewise the responsibilities of the Kanban operators and material distributors must be defined within the personnel concept.

Stock Control Concept to be establishedThis serves the material release and determination of stock control.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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The material release can be either retrograde, i.e. with the booking of the completed harness to shipping or via the return of the empty Kanban container to goods receiving department and sowith booking of the material used. Last but not least must be determined whether the stock, control must be performed for the entire production or for the singular segments.

EDV-Support Concept to be determinedIt has to be decided as to whether this has to be connected to the WSD-PPS-System‘FORS-GB’ and the available Kanban structures are used or an offline-System (for instance in Exel) is used. The off-line system shall be used only in instance where no FORS-GB is available in the plant.

Process Parameter Determination and Data ProcessingThis explains the material collection and calculation of the required containers and shelves. These are determined under consideration of the allotment of Quantity per Container, Container capacity the maximum permissible container weight and availability of shelf locations.

Evaluation of Concepts (Personnel-, Equipment – and Area Calculation)The concepts established above must be evaluated and be compared. To this effect the required personnel capacity, the required equipment investment and the area required be considered and incorporated into the calculation.

Final Concept to be recorded by the Project TeamAs a finality of the concept phase the project team must decide on a final concept which is developed under consideration of QM-requirements and the emergency strategy.

2.5 Equipment definition and – Provision

Equipment defined to Kanban – Final ConceptionOn the basis of the Kanban – final concept the required equipment must be newly determined. This includes the selection of the respective shelving systems, the respective Kanban containers for the specific products / articles, as well as selection of EDV – equipment (printer, Scanner PC etc.). Selection of the containers is based on the specific capacity, the maximum container weight and the maximum container filling capacity. For determination of the shelving quantity, the required number of essential container locations per shelf must be taken into consideration. WSD can provide a selection of five standardised container sizes and one shelving system.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Establish Equipment-Investment-List and obtain the Equipment to QM-RequirementsThe previously defined equipment must be compiled in an equipment-investment-list and be procured according to QM-requirements. It has to be considered that an approved investment request must be available, various quotations are obtained and the equipment to be obtained is released.In this connection consideration it is given to Procedural Instruction VA 3014 ‘Investments’ and the Procedural Instruction VA 3049 ‘ Release of Processes and Equipment’ as well as the relevant supporting instructions.

2.6 Introductory preparation

Implement layout adaptationWith the installation of the Kanban shelves changes in the material flow take place, which have to be reflected within the layout.

Installation of Equipment (Kanban shelves, IT-equipment etc.)At the start the Kanban shelves as well as the EDV-equipment must be installed and set up. Location for the Kanban letterboxes must be determined, Kanban shelves to be erected as well as marking of the shelves be implemented.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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Preparation and distribution of work instructionIn the next step the work instructions must be established and distributed to the areas concerned. All activities concerning the handling of the Kanban System must be described and the work procedure is documented.

Update of product data (product changes)Prior to introduction all product data must be checked and updated continuously so as to ensure that the Kanban primary data administration system is updated and therefore no old invalid product data is entered into the system.

Training of the respective employees for success check upEmployees involved in the Kanban System must be trained according to their activities and the applicable work instructions. To simplify understanding of the Kanban System it will be of advantage to produce a visual diagram of the Kanban cycle. During the training operators shall become convinced of the Kanban System and be inspired by the advantages.Only when the working method is absorbed and becomes a way of life can the Kanban System unfold its full potential against the conventional production control.

Establishment of Kanban cardsWhen all product data has been brought up to date the Kanban cards can be established.

Initiate material ordering/production order for filling of containersWhen the Kanban System is installed with all components, material orders and manufacturing for filling of the Kanban containers can be initiated (purchase parts, wires and pre-assemblies).

Reporting system to be installedIt is of advantage to install a reporting system for the capturing and information transfer of production – and quantity changes which ensures the info-transfer between the various departments. In addition the container circulation and other material flow data should be controlled per statistic.

2.7 Kanban installation

Filling of containers to be implemented during non-production periodsTo ensure a smooth implementation, the initial container filling should be conducted on production free days. This avoids on the one hand an interruption

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

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of production and enables a production start-up on the following production day. On the other hand the filling procedure will not be delayed or handicapped by problems arising in Production.

Kanban introduction for shift – overlap attendance by Team MembersDuring introduction of the Kanban System attendance for shift – overlap by team members shall be organised. This serves to capture immediately any problems occurring and possibly be remedied on the spot. This raises acceptance by the operators and leads to a reduction of start-up problems.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released:

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2.8 Project finalisation

Subsequent to introduction of the Kanban a success control shall be implemented to determine whether the respective work instructions with their firmly defined processes are observed. Further the project process with its implementation and the objectives achieved must be recorded in a final report.

3.0 Maintenance and service of the Kanban system

3.1 Parts management

New parts / initial partsNew parts are defined on the one hand, as parts not as yet integrated into the system and on the other hand for parts available within the system and are used for one or more different products however will be newly introduced into a further product.For the integration of new parts into the system the basic data must be determined initially. This accounts for:- Product numbers for which the new part will be used (Part Reference)- Average requirement quantities per month- Product numbers with requirement quantities per production group

Summarising and gross requirement list per product group to be established.- Samples for determination of the container size- Weight per part- Special properties of the parts (storage condition)- Supply consignment quantity (quantity per pallet, packing unit)Based on this data and the sample parts, the person responsible for the administration of the Kanban cards establishes -> <- new cards and can sowith bring the Kanban cards and the new parts into circulation.

Old parts / Run-out partsFor the cancellation of parts similar applies as for the changing of component data. As for as possible parts should be used up prior to deletion of the parts from the system. Thereby it is important that the Kanban cards are withdrawn so as to avoid re-manufacture of the product.

Index RevisionRevision of parts must be integrated into the system immediately. Subsequently a stock take of the available articles must be made. Release of the new Kanban cards with the revised index will be implemented only after exhaustion of present stocks. Thereby attention must be given that the current articles are not mixed with the new articles.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

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Volume changesIf the calls fluctuate more than 30% a review of the container volumes has to be carried out.

Issued: Rekoskum/Schulz 12/00

Revision: S. Bauer 2/10.09

Released: Nicklas

Translated: Revision: Released: