Lean Leaders in Aerosol and Liquid Contract Packaging

Supermarkets

Rapid turnaround of orders through customer dedicated Kan Ban / Supermarket management.

Package with Aerofil and learn how to create a "true" pull system, where your products are produced based on consumption, not forecast. Customers that have implemented Supermarkets with Aerofil have enjoyed having lead times reduced from weeks to days, lower inventory carrying costs, improved fill rates, increased inventory turns and substantial cost savings. In the late 1940s, Toyota started studying supermarkets with the idea of applying store and shelf-stocking techniques to the factory floor. In a supermarket, customers obtain the required quantity at the required time, no more and no less. Furthermore, the supermarket stocks only what it expects to sell within a given time frame, and customers take only what they need, since future supply is assured. This observation led Toyota to view a process as being a customer of one or more preceding processes, and the preceding processes are viewed as a kind of store. The customer "process" goes to the store to obtain required components which in turn causes the store to restock. Originally, as in supermarkets, signboards were used to guide "shopping" processes to specific shopping locations within the store.

A Kanban system, when combined with unique scheduling tools, can dramatically reduce inventory levels, increase inventory turnover, enhance supplier/customer relationships and improve the accuracy of manufacturing schedules. Kanban aligns inventory levels with actual consumption; a signal is sent to produce and deliver a new shipment when material is consumed. These signals are tracked through the replenishment cycle, bringing visibility to both the supplier and the buyer. Kanban uses the rate of demand to control the rate of production, passing demand from the end customer up through the chain of customer-store processes. In 1953, Toyota applied this logic in their main plant machine shop.