LO235 SAP R/3 Kanban training materials
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SAP R/3 training document about Kanban...
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LO235 KANBAN LO235
Release 630 19.09.2003
LO235 KANBAN...........................................................................................................................................................0-1 Copyright....................................................................................................................................................................0-2 Production Planning...............................................................................................................................................0-3 Prerequisites...........................................................................................................................................................0-4 Target Group...........................................................................................................................................................0-5 Introduction: Contents................................................................................................................................................1-1 Course Goal............................................................................................................................................................1-2 Course Objective(s)................................................................................................................................................1-3 Course Content.......................................................................................................................................................1-4 Overview Diagram 1..............................................................................................................................................1-5 Main Business Scenario.........................................................................................................................................1-6 System Example PC Production Plant 1200..........................................................................................................1-7 System Example: Production Lines 1 and WIP Production...................................................................................1-8 System Example: Production Lines 3 and 5...........................................................................................................1-9 KANBAN Overview: Contents..................................................................................................................................2-1 Kanban Overview: Unit Objectives.......................................................................................................................2-2 Overview Diagram 2..............................................................................................................................................2-3 Kanban Overview: Business Scenario...................................................................................................................2-4 KANBAN...............................................................................................................................................................2-5 The KANBAN Card...............................................................................................................................................2-6 Push Principle / Pull Principle Comparison...........................................................................................................2-7 MRP and KANBAN: A Comparison......................................................................................................................2-8 KANBAN Philosophy: Tabular Summary.............................................................................................................2-9 Business Management Environment....................................................................................................................2-10 Advantages of an 'Electronic' KANBAN.............................................................................................................2-11 KANBAN Overview: Summary..........................................................................................................................2-12 KANBAN Master Data: Contents..............................................................................................................................3-1 KANBAN Master Data: Topic Objectives.............................................................................................................3-2 Overview Diagram 3..............................................................................................................................................3-3 KANBAN Master Data: Business Scenario...........................................................................................................3-4 Supply Area............................................................................................................................................................3-5 Kanban Control Cycle............................................................................................................................................3-6 Supply Sources in the KANBAN Procedure..........................................................................................................3-7 Using Control Cycles to Organize Replenishment for Production........................................................................3-8 Organization of Production....................................................................................................................................3-9 KANBAN Master Data: Summary.......................................................................................................................3-10 Master Data Exercises..........................................................................................................................................3-11 Master Data Solutions..........................................................................................................................................3-14
General KANBAN Procedure....................................................................................................................................4-1 General KANBAN Procedure : Unit Objectives....................................................................................................4-2 Overview Diagram 4..............................................................................................................................................4-3 General KANBAN Procedure: Business Scenario.................................................................................................4-4 KANBAN Status Sequence....................................................................................................................................4-5 Setting the Kanban to EMPTY...............................................................................................................................4-6 Setting Kanban to FULL........................................................................................................................................4-7 Posting Goods Receipt Manually...........................................................................................................................4-8 Setting the Kanban Status.......................................................................................................................................4-9 Kanban Board.......................................................................................................................................................4-10 Print Kanban Cards Once Only (Reusing Cards).................................................................................................4-11 Print Kanban Cards Repeatedly Not Reusing Cards)...........................................................................................4-12 Status Sequence - All Possibilities.......................................................................................................................4-13 Logical Stock / Physical Stock (1).......................................................................................................................4-14 Logical Stock / Physical Stock (2).......................................................................................................................4-15 Adjusting to Variable Requirements.....................................................................................................................4-16 General KANBAN Procedure: Summary............................................................................................................4-17 General KANBAN Procedure Exercises..............................................................................................................4-18 General KANBAN Procedure Solutions..............................................................................................................4-23 Replenishment Strategies: Contents...........................................................................................................................5-1 Replenishment Strategies: Unit Objectives............................................................................................................5-2 Overview Diagram 5..............................................................................................................................................5-3 Replenishment Strategies: Business Scenario........................................................................................................5-4 KANBAN Without / With MRP.............................................................................................................................5-5 KANBAN without MRP: Unit Objectives.............................................................................................................5-6 Overview: KANBAN without MRP......................................................................................................................5-7 Requirements Forecast using Long-Term Planning...............................................................................................5-8 Replenishment Strategies: KANBAN without MRP.............................................................................................5-9 Master Data Replenishment Strategies without MRP: Material Master..............................................................5-10 Procedure for Storage Location/Supply Area Determination...............................................................................5-11 Replenishment Strategies: External Procurement (KANBAN without MRP).....................................................5-12 Processing with Purchase Orders.........................................................................................................................5-13 Process with Schedule Lines................................................................................................................................5-14 Process with Stock Transfer Orders / Stock Transport Scheduling Agreements (Plant to Plant)........................5-15 Activities in External Procurement......................................................................................................................5-16 Replenishment Strategies: In-House Production (KANBAN without MRP)......................................................5-17 Processing with Cards (Manual KANBAN)........................................................................................................5-18 Processing with Planned Orders (Run Schedule Quantities) for Repetitive Manufacturing................................5-19 Processing with Production Orders for Discrete Manufacturing.........................................................................5-20
Integration Cost Accounting.................................................................................................................................5-21 Activities in In-House Production........................................................................................................................5-22 Replenishment Strategies: Stock Transfer (KANBAN without MRP)................................................................5-23 Stock Transfer with Reservation..........................................................................................................................5-24 Direct Transfer Posting.........................................................................................................................................5-25 Replenishment from WM Based Storage Locations using Transfer Requirements (1).......................................5-26 Replenishment from WM-Based Storage Locations using Transfer Requirements (2).......................................5-27 Stock Transfer with Integrated Stock Determination (Batches, Consignment)...................................................5-28 Activities in Stock Transfer..................................................................................................................................5-29 KANBAN with MRP: Unit Objectives................................................................................................................5-30 Overview: KANBAN with MRP.........................................................................................................................5-31 Replenishment Strategies: KANBAN with MRP................................................................................................5-32 Master Data: Replenishment Strategies with MRP:Material Master...................................................................5-33 Container Control for In-House Production, External Procurement, Stock Transfer...........................................5-34 External Procurement: Replenishment with Summarized JIT Calls....................................................................5-35 Grouping Summarized JIT Calls..........................................................................................................................5-36 Message Transmission of Summarized JIT Calls.................................................................................................5-37 Goods Receipt with Reference to Sum. JIT Call..................................................................................................5-38 Production Orders/Planning with MRP................................................................................................................5-39 Replenishment Strategies: Summary....................................................................................................................5-40 Replenishment Strategies Exercises.....................................................................................................................5-41 Replenishment Strategies Solutions.....................................................................................................................5-60 Kanban Calculation: Contents....................................................................................................................................6-1 Kanban Calculation: Unit Objectives.....................................................................................................................6-2 Overview Diagram 6..............................................................................................................................................6-3 Kanban Calculation: Business Scenario.................................................................................................................6-4 Kanban Calculation................................................................................................................................................6-5 Dependent Requirements as a Basis for the Kanban Calculation..........................................................................6-6 Smoothing Dependent Requriements for Kanban Calculation..............................................................................6-7 Supply Area Determination Procedure...................................................................................................................6-8 Formula for the Automatic Kanban Calculation....................................................................................................6-9 Automatic Kanban Calculation............................................................................................................................6-10 Quantity per Kanban / Number of Kanbans.........................................................................................................6-11 Kanban Calculation: Summary............................................................................................................................6-12 Kanban Calculation Exercises..............................................................................................................................6-13 Kanban Calculation Solutions..............................................................................................................................6-17 Special Procedures: Contents.....................................................................................................................................7-1 Special Procedures: Unit Objectives......................................................................................................................7-2 Overview Diagram 7..............................................................................................................................................7-3
Special Procedures: Business Scenario..................................................................................................................7-4 Cross-plant KANBAN...........................................................................................................................................7-5 Procurement and Withdrawal to Cost Center:1) Withdrawal.................................................................................7-6 Procurement and Withdrawal to Cost Center:2) Procurement...............................................................................7-7 KANBAN with SD Delivery (1)............................................................................................................................7-8 KANBAN with SD Delivery (2)............................................................................................................................7-9 Separate Goods Receipt........................................................................................................................................7-10 Independent Supply Source..................................................................................................................................7-11 Defined Status Sequence......................................................................................................................................7-12 Define your own Status Activities........................................................................................................................7-13 Quantity Signal.....................................................................................................................................................7-14 One-Card KANBAN............................................................................................................................................7-15 Trigger Replenishment at Status IN USE.............................................................................................................7-16 Trigger Replenishment at Status WAIT................................................................................................................7-17 Trigger Replenishment with Trigger Quantity.....................................................................................................7-18 Event-Driven KANBAN......................................................................................................................................7-19 Internet KANBAN...............................................................................................................................................7-20 Internet KANBAN Screen Print...........................................................................................................................7-21 Special Procedures: Summary..............................................................................................................................7-22 Special Procedures Exercises...............................................................................................................................7-23 Special Procedures: Solutions..............................................................................................................................7-32 Error Processing: Contents.........................................................................................................................................8-1 Error Processing: Unit Objectives..........................................................................................................................8-2 Overview Diagram 8..............................................................................................................................................8-3 Error Processing: Business Scenario......................................................................................................................8-4 Error Detection and Analysis.................................................................................................................................8-5 Kanban Correction.................................................................................................................................................8-6 Reversing a Kanban Signal....................................................................................................................................8-7 Error Processing: Summary....................................................................................................................................8-8 Error Processing Exercises.....................................................................................................................................8-9 Error Processing Solutions...................................................................................................................................8-11 Evaluations: Contents.................................................................................................................................................9-1 Evaluations: Unit Objectives..................................................................................................................................9-2 Overview Diagram 9..............................................................................................................................................9-3 Evaluations: Business Scenario..............................................................................................................................9-4 Options Available for Evaluations..........................................................................................................................9-5 LIS: Key Figures...................................................................................................................................................9-6 Evaluations: Summary...........................................................................................................................................9-7 Appendix..................................................................................................................................................................10-1
Example of a Kanban Card...................................................................................................................................10-2
0 LO235 KANBAN
LO235 KANBAN
SSAPP AGAGS1999
R/3 System Release 4.6C September 2000 5004 1986
0.2 Copyright
Copyright 2002 SAP AG. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice.
SAP AG 2002
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world. All other products mentioned are trademarks or registered trademarks of their respective companies.
0.3 Production Planning Level 3
Level 2 LO980 3 days Engineering Change Management LO235
LO210 5 days Production Planning LO215 5 days Production Orders
2 days
KANBAN LO050 5 days Manufacturing Planning & Execution for Discrete & Repetitive
LO205 3 days Basic Data for Discrete Manufacturing LO985
3 days
Classification
LO955 3 days Batch Management
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LO206 3 days Basic Data Part 2
LO230
5 days
Capacity Planning
LO225 3 days Repetitive Manufacturing
2 days LO720 CAP Calculation of Standard Values
LO930 2 days Logistics Information System (LIS) Reporting
2 days LO275 Special Features of LIS in Production
5 days LO991 LO990 3 days Variant Variant Configuration Part 1 Configuration Part 2
2 days LO935 Logistics Info Planning
0.4 Prerequisites
Prerequisites LO050 Manufacturing Planning and Execution for Discrete and Repetitive
Recommended Recommended: LO020 Processes in Procurement
For customers attending the course from the MM curriculum, R/3 experience in purchasing and inventory management is the prerequisite for this course. The course LO050 is not required in this case.
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For MM customers attending the course from the MM curriculum, exclusively to learn about processes for external procurement and stock transfer (that is, with no interest in shop floor control), R/3 experience in purchasing and inventory management is the prerequisite for this course. The course LO050 is not required in this case.
0.5 Target Group
Target Group
?
Project team leaders and other employees Project team members (consultants, organizers) responsible for production using KANBAN control.
Duration
2 days
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1 Introduction: Contents
Course Goal Course Objective(s) Course Content Course Overview Diagram Main Business Scenario Course Introduction
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1.2 Course Goal
This course Provides you with information, for using the
KANBAN process in Production Planning and Control At the conclusion of this course, you will be
able to: Use the individual replenishment strategies in
KANBAN Describe contexts Make system settings in Customizing
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1.3 Course Objective(s)
This course provides you with information about: Master data in KANBAN Replenishment strategies in KANBAN Special processes in KANBAN Error processing in KANBAN Evaluations in KANBAN
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1.4 Course Content
Introduction Unit 1
Introduction
Unit 6
Kanban Calculation
Unit 2
Overview KANBAN
Unit 7
Special Procedures
Unit 3
Master Data
Unit 8
Error Processing
Unit 4
General Procedure
Unit 9
Evaluations
Unit 5
Replenishment Strategies Appendix
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1.5 Overview Diagram 1
1 Introduction KANBAN Overview
22
Master Data
33
66
44
Kanban Calculation 77
88
General Procedure
Special Procedures
Error Processing
99
Evaluations
55 Replenishment Strategies
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1.6 Main Business Scenario
You are a manufacturing company. In your
plant 1200 you produce PC assemblies. In order to keep the control effort to a
minimum and to reduce stocks and lead times, you plan to use the KANBAN process in the R/3 system for certain materials.
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1.7 System Example PC Production Plant 1200 Sales orders
PC final assembly on repetitive manufacturing production line T-L1##
Finished goods warehouse 0002
SD
Sold-to party Stor. loc. PL01
Assembly on repetitive manufacturing line T-L3##
Discrete production
Stor. loc. PL06
Stor. loc. PL03
KANBAN external procurement
Stor. loc. PL05
KANBAN - stock transfer Material storage location 0001
Vendor
KANBAN - inhouse production
Component production on repetitive manufacturing line T-L5##
Plant 1200 (Dresden)
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Demonstration-Example Repetitive Manufacturing: In plant 1200 Personal Computers (PCs) and PC assemblies are produced. Two production lines are for sub-assembly and one line is for final assembly. Some components for the assembly production are procured externally, produced in-house and transferred from the material storage location, using KANBAN. Components for the final assembly that are not produced on the assembly production lines, are transferred from the material storage location using KANBAN. The descriptions of the data in the training system, as well as in the IDES system are as follows: Material numbers: T-F7## (IDES: R-1000) PC Maxitec R-375 (final assembly in make-to order production) T-B5## (IDES: R-1110) Motherboard 375 (Assembly production at storage location) T-B6## (IDES: R-1111) Alternative motherboard 3100 (assembly production at storage location) T-T7## (IDES: R-1230) BIOS (for KANBAN external procurement with purchase order) T-B7## (IDES: R-1240) Processor coolant unit (for KANBAN in-house production with planned order) Production lines: T-L1## (IDES: LINE1) Production line 1 (for production T-F7##) T-L3## (IDES: LINE3) Production line 3 (for production T-B5## and T-B6##) T-L5## (IDES: LINE5) Production line 5 (for production T-B7##)
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1.8 System Example: Production Lines 1 and WIP Production Production line T-L1## (Line 1)
Supply area
WIP production
Supply area T-P6## (PVB_PC) stor.loc PL06
T-P1## (PVB_L1) Stor.loc. PL01
Person responsible L6
Person responsible L1
Casing Modem
Plant 1000 Plant 1000 Casing 3
Modem 1
Stor. loc. 0088
T-B9## (R-1190C)
Board
PC
Board
4
T-TD## (R-1270C)
T-F7## (R-1000)
Vendor 2
CD-ROM CD-ROM
1 2
T-TB## (R-1260C)
2
CD-ROM
T-B8## (R-1180C)
Replenishment using production orders 3 Replenishment using manual KANBAN 4 5
CD-ROM
5
T-TC## (R-1250C) Replenishment with stock transfer orders Replenishment with direct transfer posting from WM stor.loc. Replenishment using scheduling agreements
Legend: Description in training system (description in the IDES system) SAP AG 1999
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1.9 System Example: Production Lines 3 and 5 T-L3## (Line 3)
T-L5## (Line 5)
T-P3## (PVB_L3) Stor.loc. PL03
Aluminium heat sink
T-B5## (R-1110)and
Processor coolant unit
1
Aluminium heat sink
3
T-T8## (R-1310) Fan 5V
T-B7## (R-1240)
BIOS
3 Fan 5V
T-T9## (R-1330)
Supply area BIOS 2
T-T7## (R-1230)
Supply area
Legend: Description in training system (description in the IDES system) SAP AG 1999
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Processor coolant unit
Production line
T-B6## (R-1111)
Production line
location
Person responsible L5
Person responsible L3
Motherboards
Storage
T-P5## (PVB_L5) Stor.loc. PL05
Vendor 2 1 2
Replenishment with run schedule quantities (in-house prodn)
3
Replenishment with stock transfer reservations (stock transfer)
Replenishment with purchase orders (external procurement)
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2 KANBAN Overview: Contents
KANBAN Procedure Material Requirements Planning versus KANBAN Advantages of KANBAN Business Management Environment required for KANBAN Advantages of an 'Electronic' KANBAN
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2.2 Kanban Overview: Unit Objectives
At the conclusion of this unit, you will be able to: Explain the KANBAN principle Compare MRP procedures with KANBAN
procedures Explain the advantages of KANBAN Explain the business management
environment required for KANBAN Explain the advantages of an 'electronic'
KANBAN.
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2.3 Overview Diagram 2
11
Introduction
2
66
KANBAN Overview Master Data
33
44
Kanban Calculation 77
88
General Procedure
Special Procedures
Error Processing
99
Evaluations
55 Replenishment Strategies
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2.4 Kanban Overview: Business Scenario
You are based in a production plant and you
want to gain an overview of KANBAN procedures. Therefore you have to check which materials in
your company fulfil the business conditions required for KANBAN. You list the advantages of KANBAN and decide
which materials you want to control using KANBAN.
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2.5 KANBAN
Demand source
Supply source
Full
Material
Empty
Kanban card
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In KANBAN, material flow is organized using containers, which are kept directly at the appropriate work centers in production. Each contains the quantity of material that work center personnel need for a certain period of time. As soon as a container is emptied at the demand source, replenishment is initiated. The supply source for the required material can be another place in the factory, an external supplier or a warehouse. The demand source can use material from other “buffer” containers until empty containers are filled by the supply source and returned. The aim is for the production process to be controlled from production itself, and to significantly reduce the manual tasks required of personnel. This self-management process and the fact that replenishment elements are created close to the time they are actually consumed means that stocks are reduced and lead times shortened (replenishment is only triggered when a material is actually required and not before). Basically, in KANBAN, material is provided in production exactly where it is required. It remains there, in small material buffers, ready for use. Thus, material staging does not need to be planned. Instead, material that is consumed is replenished immediately using KANBAN. A further advantage of KANBAN is that replenishment data is transmitted automatically, to a great extent. Scanning the barcode on a Kanban card suffices to transmit the data needed for procurement and to post the goods receipt upon receipt of the material.
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2.6 The KANBAN Card
The card shows: What is produced How much is produced Where it is produced How it is produced Where it is delivered How it is transported ...
Material: Quantity:
0000815 100 pieces
Manufacturer:
007
Demand source: 088 Location: Shelf A014 Stack 3 Compartment 4 Container:
Wire pallet
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The kanban signal for delivery of a material can be triggered by a demand source sending a card to a supply source. This card describes which material is required, the quantity of the material required and where the material is to be delivered. The name KANBAN originally stems from these cards, which are called "kanban" in Japanese. It is also common practice to refer to a container as a kanban. You can print kanban cards from the R/3 system. Forms are used to define the content and layout of the cards. The form PSFC_KANBAN, containing a barcode, is shipped with the standard system. Scanning the bar code with a standard bar code scanner suffices to transmit the data needed for procurement and to post the goods receipt upon receipt of the material. R/3 has a special transaction for scanning KANBAN barcodes, so additional driver software or interfaces are not necessary.
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2.7 Push Principle / Pull Principle Comparison
Control
Conventional Production Control Purchasing
Production planning and control Requirements transfer
Control and information
Purchase order
Vendor Vendor
Control and information
Final Finalassembly assembly
Pre-assembly Pre-assembly
KANBAN Production Control Control
Vendor Vendor
Control Full
Pre-assembly Pre-assembly
Kanban empty
Full
Control
Final Finalassembly assembly
Kanban empty
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In traditional production and material requirements planning, production quantities and dates are calculated at product level, depending on current customer or planned independent requirements. The required quantities and materials staging dates are determined in the BOM explosion. In this procedure, the system calculates lot sizes by referring to the lot-sizing procedure. Lots are generally completed at each manufacturing level, before being available for the next manufacturing level. The component staging dates determined by MRP are the basis for detailed scheduling of production or, for purchased parts, the order dates (although at the exact point in time at which the material is needed for the next manufacturing level is often not known at the time of scheduling). The material is pushed through production on the basis of the times calculated (push principle). This procedure can result in queue times before the start of production. These queue times are generally dealt with by increasing lead times or using float after production (order buffer). This often leads to the use of increased safety stocks to achieve constant service levels. With KANBAN, instead of being pushed through production by higher-level planning, materials are called off from the supply source by production at the manufacturing level where they are needed (pull principle). When a container is empty, the KANBAN signal is created, that is, the demand source calls off the required material from the supply source using, for example, a card.
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2.8 MRP and KANBAN: A Comparison
MRP
KANBAN - Short-term replenishment control
- Planning instrument - Short to long-term requirements forecast
- Demand-based
- Date oriented
- Event-driven
- BOM explosion
- Decentralized stock and procurement responsibility
- Lot-size calculation / optimization
- Simple method of organization
- 'Centralized' planning and control
- Production quantity = current requirements
- Centralized stock responsibility
- Delivery direct to demand source
- "Push principle"
- "Pull principle"
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Advantages of KANBAN: KANBAN is a simple form of production control: the production controls replenishment itself, to a large extent. Manual posting effort is kept to a minimum. The material is available directly on the shop floor. This saves the organizational effort required to stage the material. The production quantities correspond to actual requirements. This self-management process and the fact that replenishment elements are created close to the time they are actually consumed means that stocks are reduced and lead times shortened (replenishment is only triggered when a material is actually required and not before).
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2.9 KANBAN Philosophy: Tabular Summary Type of production Principle Procedure
Technique
KANBAN 'Pull-production': Consumption controls replenishment (on direct request from demand source) Material flow using containers: when the demand source empties a container the replenishment signal is triggered (internal production, external vendor, storage location), requirements-based material request at the time of actual demand Self-controlling control-cycles, supply areas
Control
Aim: Self-control of the production process, reduction of the manual posting effort, automatic replenishment, no need to plan the staging. Replenishment data constantly available in the control cycle.
Background
Process optimization and shortening of the process chain. 'Lean manufacturing': simplification of the planning process, more employee-responsibility, reduction of the administrative effort in production.
Benefit
Reduction of stocks, reduction of lead times
Backflush
By setting the kanban to FULL
Controlling
1) Using a product cost collector in conjunction with: manual KANBAN, REM, or production orders. 2) Using production-order specific costing.
Object
KANBAN (container and card) in connection with planned or production order
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NO production planning, but production call!
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2.10 Business Management Environment
The supply source must deliver the material quickly
short set-up times
availability of capacity and components
Material requirements should be constant Material should not be produced in advance (production quantity = kanban quantity) Responsibility is shifted from central planning to the production floor
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The problem some organizations have with implementing KANBAN is not the production method, but meeting the prerequisites necessary for KANBAN. Sometimes the necessary conditions can only be created for certain areas of production. To use KANBAN effectively, a number of conditions must be met: The supply source must be able to deliver the material quickly and in small lots. Setup times should be short and availability of capacity and components ensured. Parts controlled using KANBAN should be consumed relatively uniformly over the replenishment time. If a material is sometimes used in large quantities and then in smaller quantities at other times, a large number of containers are necessary to ensure material availability. There will then be relatively high levels of stock during periods when the material is used less. The material should not be produced in advance, as this would lead to unnecessary materials being procured and stored.
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2.11 Advantages of an 'Electronic' KANBAN
Replenishment elements integrated in the system Monitoring of kanbans in circulation and additional evaluations Integration of printing and transmission functions Forecast from MRP or long-term planning Integrated cost accounting Integrated capacity requirements planning Integrated engineering change management Integrated control of discontinued parts (material discontinuation)
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Control of discontinued parts in MRP and backflush: if the warehouse stock for a component is consumed and a follow-up material is to be used when it runs out, the goods issue backflush can be posted for a follow-up material.
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2.12 KANBAN Overview: Summary
KANBAN Procedure Material Requirements Planning versus KANBAN Advantages of KANBAN Business Management Environment
required for KANBAN Advantages of an 'Electronic' KANBAN
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3 KANBAN Master Data: Contents
Supply area Control cycle Organization of production
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3.2 KANBAN Master Data: Topic Objectives
At the conclusion of this unit, you will be able to: Create a supply area in the R/3 System Create a control cycle in the R/3 System And you will know how to organize material
flow using supply areas and control cycles
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3.3 Overview Diagram 3
11
Introduction
66
KANBAN Overview
22
Master Data 44
Kanban Calculation 77
88
General Procedure
Special Procedures
Error Processing
99
Evaluations
55 Replenishment Strategies
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3.4 KANBAN Master Data: Business Scenario
In your plant 1200 in Dresden, you produce the
assemblies of a Personal Computer. For several of the PC components, you want to
control material flow using KANBAN. You want to use KANBAN for in-house
production, external procurement and for stock transfer. Now, you have to maintain the necessary
master data for KANBAN in the R/3 System.
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3.5 Supply Area
Supply area 3 E Supply area 2
D C
Supply area 1 B
Production Assign storage location Assign responsible person Unloading point for ext. procurement Where should which material be staged? Which supply areas are necessary?
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Structure and organization of production are important when introducing KANBAN. With KANBAN, material is staged directly in production in specific areas, known as supply areas. A supply area can be used by one or more work centers. The supply areas act as a buffer for the necessary materials (for example on shelves or in marked out areas on the floor). The supply areas established for the shop floor are defined in the R/3 system in the KANBAN menu. In the definition, the supply area is assigned the following objects: The supply area is a data object used to organize material flow for KANBAN, but is not an inventory management object. Therefore, storage locations are assigned to the supply areas. Inventory management (which is relevant, for example, for posting goods receipts) therefore takes place at the storage location to which the supply area is assigned. Another significant organizational prerequisite is that you create a responsible person per supply area. If a person responsible is assigned to a supply area, this defines who is responsible at the demand source for material processing and for monitoring stocks at the supply area. If in in-house production, a person responsible is maintained in the control cycle, this defines who is responsible at the supply source for replenishment, that is, for material provision and, if necessary, for delivery to the demand source. The responsible person is assigned as an MRP controller to the supply area in Customizing for MRP. Unloading point: Often in external procurement, the supplier does not deliver the material directly to the supply area in production but to a certain unloading point. From here, the kanbans are transported to the supply area. The unloading point defines where the supplier has to deliver the material (for example,
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gate 1). The unloading point is printed on the kanban card or even transferred to the summarized JIT call. Delivery address: You can maintain an address in the supply area. When creating a control cycle, this address is transferred to the delivery address of the control cycle.
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3.6 Kanban Control Cycle
Demand source Supply
Supply source
area
Person
responsible
Delivery
Vendor Issuing
plant
Warehouse
Control cycle Requirement
The control cycle contains the data required for replenishing a material at a supply area.
(Number of kanbans, quantity per kanban, supply source, type of replenishement...)
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To control the relationship between supply and demand source, you define what is known as a control cycle. The control cycle defines: The demand source (supply area) The replenishment strategy (for example, replenishment via purchase order for external procurement or via run schedule quantities for in-house production or via stock transfer reservations for stock transfer) The supply source (supplier (vendor) or issuing plant for external procurement, the responsible person for in-house production, the storage location for stock transfer) The number of containers (kanbans) circulating between the demand and the supply source The quantity per container The delivery address (when accessing the function, the plant address is automatically maintained). Here, you can also enter the information required for the supply area. You can print this data on a kanban (card), for example. Printing parameters for printing the kanban The pallet position: More precise specification of the material's position (for example, a specific shelf section) in the supply area. The pallet position can also be printed on the kanban. Parameters for the automatic kanban calculation You can also delete or lock kanbans in the control cycle. You lock a kanban, for example, if it is not to be used for a certain length of time as consumption within the control cycle has fallen.
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With User Exit MPKR0001, you can define your own data fields for the kanban control cycle, maintain them in the control cycle and save them on the database. A new subscreen is created in the control cycle for these newly defined fields. You can use these new fields for the following reasons, for example: For printing kanbans (cards) For the user exits at status change For the kanban calculation (see enhancement MPKB0001 and MPKC0001) You can find more information in enhancement documentation MPKR0001.
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3.7 Supply Sources in the KANBAN Procedure
KANBAN
In-house production
Production
KANBAN
External procurement KANBAN
Control cycle Demand source
Stock transfer
Supply source
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KANBAN replenishment is controlled by various different replenishment strategies. The replenishment strategies define which methods are used to produce or procure the container quantity, that is, which replenishment element the system creates. Within the area of in-house production, you can organize replenishment using planned orders (repetitive manufacturing), production orders (discrete manufacturing), manual KANBAN (you can print cards, but not create replenishment elements) or using container control/MRP (mix of KANBAN and MRP). With replenishment using container control/MRP, replenishment elements are not created in KANBAN but in MRP. Setting the container status to FULL and EMPTY then simply controls the material flow. With in-house production, the person responsible for production is given as the supply source. This individual is responsible for the area of production which delivers materials to other production areas. In external procurement, you can organize replenishment using purchase orders, delivery schedules, stock transport orders, stock transport scheduling agreements, supply source or using container control/MRP. In external procurement the supply source is a vendor. If deliveries refer to a specific contract, this is also entered in the supply source data. With plant-to-plant relationships, a delivering plant is entered instead of a vendor. Within the area of stock transfer, you can work with replenishment using stock transfer reservations, replenishment using direct transfer posting or with replenishment using container control/MRP. With stock transfer, the supply source is a delivering storage location.
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3.8 Using Control Cycles to Organize Replenishment for Production Control cycle D 75
75
H 10
10
SA_Preprod. 1
SA_Assembly 1 SA_Assembly 2 G 75
75
E 10
10
F 25
25
A 75
75
B 10
10
E 25
25
Vendor 1 SA_Preprod. 2
Work centers
E 75
75
C 10
10
Materials
Container with 10 pieces
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3.9 Organization of Production
D 75
75
H 10
10
SA_Assembly 1
SA_Assembly 2 G 75
75
E 10
10
F 25
25
Stor. Loc. PL05
SA_Preprod. 1 A 75
75
B 10
10
E 25
25
Central warehouse
Vendor 1 SA_Preprod. 2 E 75
75
C 10
10
Stor. Loc. PL03
Vendor 2
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A storage location is assigned to every supply area. All the goods movements in Inventory Management from or to a supply area are posted using this storage location. When material is staged at a supply area, the corresponding goods receipt is posted to the assigned storage location. When material is withdrawn from a supply area, the corresponding goods issue is posted from the assigned storage location. A separate storage location is assigned to every supply area or all supply areas are assigned to a storage location or groups of supply areas are assigned to a storage location. From the demand source view, the responsible person is responsible for organizing material replenishment at the supply area. The responsible person can be a group representative, a foreman, a team leader or an MRP controller. The responsible person is defined in Customizing as an MRP controller.
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3.10 KANBAN Master Data: Summary
Supply area Control cycle Organization of production
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3.11Master Data Exercises Topic: Master Data
At the conclusion of these exercises, you will be able to:
Create a supply area in the R/3 System
Create a control cycle in the R/3 System
And you will know how to organize material flow using supply areas and control cycles
Production on line T-L5## is to be organized using KANBAN. First, you have to create a supply area at the production line in which the required materials are staged. You also have to create two control cycles for organizing the replenishment of two materials in the supply area.
1-1
In plant 1200, create the supply area T-P5##. Assign storage location PL05 and responsible person L5 to this supply area: 1-1-1 Menu path: Logistics Production KANBAN Supply Area Maintain Plant: 1200 Choose New entries and enter the following data: Supply area: T-P5## (Supply area line 5 group ##) Storage location: PL05 Person responsible: L5 Save the supply area. If the “Address maintenance” appears, cancel this function as you do not need a specific address for this supply area. 1-1-2 What is the purpose of the supply area? __________________________________________________________
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1-2
Create a control cycle with 2 containers each containing 50 pieces for the PC component T-T8## (Aluminium cooling unit) in supply area T-P5##. Replenishment is to be executed using stock transfer from storage location 0001 with replenishment strategy 0001 (stock transfer with reservation): 1-2-1 Menu path: Logistics Production KANBAN Control cycle Create Material: T-T8## Plant: 1200 Supply area: T-P5## Choose classic KANBAN. Enter. Number of kanbans: 2 Quantity per kanban: 50 Choose Stock transfer and replenishment strategy 0001 (stock transfer with reservation). Choose Enter. Enter replenishment storage location 0001 (material warehouse) in the Storage location field. Save the control cycle. 1-2-2 What is the purpose of the control cycle? __________________________________________________________
1-3
Now, create another control cycle with 2 containers each containing 50 pieces for the PC component T-T9## (fan 5V) in supply area T-P5##. Replenishment is to be executed using stock transfer from storage location 0001 with replenishment strategy 0002 (direct transfer posting). To create this control cycle, use the control cycle you created in the previous exercise as a reference. 1-3-1 Menu path: Logistics Production KANBAN Control cycle Create Material: T-T9## Plant: 1200 Supply area: T-P5## Choose classic KANBAN.
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Copy from: Material: T-T8## Plant: 1200 Supply area: T-P5## Enter. Choose New strategy. Choose Stock transfer and replenishment strategy 0002 (direct transfer posting). Choose Enter. Enter replenishment storage location 0001 (material warehouse) in the Storage location field. Save the control cycle.
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3.12Master Data Solutions Topic: Master Data
1-1 1-1-1 1-1-2 With KANBAN, material is staged directly in production in specific areas, known as supply areas. A supply area can be used by one or more work centers. The supply areas act as a buffer for the necessary materials (for example on shelves or in marked out areas on the floor). The supply area is a data object used to organize material flow for KANBAN, but is not an inventory management object. Therefore storage location have to be assigned to the supply areas in Customizing for KANBAN.
1-2 1-2-1 The control cycle defines the relationship between the demand source and the supply source. The control cycle defines the following, for example: – demand source (supply area) – replenishment strategy (for example, replenishment using purchase orders for external procurement) – supply source (vendor, for example) – number of kanbans circulating between the demand source and the supply source – quantity per kanban
1-3 1-3-1
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4 General KANBAN Procedure
Status sequence Setting kanban to FULL and EMPTY Changing the status using the kanban board, the manual
kanban signal, and by scanning a bar code Printing kanban cards Focusing on physical stocks
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4.2 General KANBAN Procedure : Unit Objectives
At the conclusion of this unit, you will be able to: Change the status in the kanban board, and
with the manual kanban signal Print kanban cards
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4.3 Overview Diagram 4
11
Introduction KANBAN Overview
22
Master Data
33
66
Kanban Calculation 77
88
General Procedure
Special Procedures
Error Processing
99
Evaluations
55 Replenishment Strategies
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4.4 General KANBAN Procedure: Business Scenario
Before you use the individual replenishment
strategies in KANBAN, you need an overview of the general KANBAN procedure in the R/3 system. You also have to print kanban cards for the
KANBAN procedure.
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4.5 KANBAN Status Sequence
Empty Replenishment is triggered automatically • Order • Purch. order ...
Goods receipt is posted automatically
Full
The KANBAN process is controlled by setting various statuses for the kanbans.
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All KANBAN operations, such as material receipts or material consumption are represented by status changes. If a kanban is empty, the employee in production sets the status of the kanban to EMPTY. This kanban status usually also automatically triggers replenishment, that is, the supply source receives the signal to refill the kanban. When the replenished kanban returns to the demand source, the employee at the demand source sets the kanban to status FULL. These two statuses are generally sufficient to control the material flow in KANBAN production control.
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4.6 Setting the Kanban to EMPTY
Production process
Empty
Supply area
Supply source
Status to EMPTY
Ext.procurement
Stock transfer
Replenishment is triggered automatically • Order • Purch. Purch. order ...
In-house prodn
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The progress of production in KANBAN is controlled by setting the kanban to the appropriate status. Usually, only the two statuses, EMPTY and FULL are used. If the status is set to EMPTY, the system creates a replenishment element, instructing the supply source to deliver. Emptying a kanban does not lead to a goods issue posting. In KANBAN, goods issues are typically backflushed. You can set the status to EMPTY by scanning a bar code on the KANBAN card. To do this, you scan the bar code using a standard bar code scanner in the transaction Kanban signal -> Bar code. You can also set the status to EMTPY using transaction manual kanban signal or in the kanban board.
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4.7 Setting Kanban to FULL
Production process
Supply area Full
Status to FULL
Goods receipt is posted automatically
Supply source
Full Kanban
Ext. procurement
Stock transfer
In-house prodn
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When you set the status to FULL, the system posts the goods receipt automatically for the material with reference to the procurement element. You can set the status to FULL by scanning a bar code on the KANBAN card. To do this, you scan the bar code using a standard bar code scanner in the transaction Kanban signal -> Bar code. You can also set the status to FULL using transaction manual kanban signal or in the kanban board.
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4.8 Posting Goods Receipt Manually
Production process
Supply area Full
Supply source
Full kanban
Post goods receipt to • Purchase order • Order, etc...
Ext. procurement
Stock transfer
Kanban is automatically set to FULL
In-house prodn
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You can also post the goods receipt manually in Inventory Management. The goods receipt posting in Inventory Management automatically changes the status of the kanban to FULL (if you have not set the separate goods receipt indiator in the control cycle).
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4.9 Setting the Kanban Status
You can set/change a kanban status: Supply ar ea
In the kanban board
Con tainer
Material Con tainer q ty
Produkt.versorg. Linie 3
Bios R-1230 20 pc. Em pty
Em pty
Full
Mo therb oard R-1240 20pc.
With the kanban signal
barcode entry
manual entry
Em pty
Full
Produkt.ver sorg. Linie4
Bios R-1230 20pc.
WAIT
Em pty
With a PDC system Indirectly using a goods receipt or a backflushing transaction
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You can set the kanban status in the graphic kanban board. You can also set the kanban status by scanning a barcode on the kanban card. To do this, you scan the bar code using a standard bar code scanner in the transaction Kanban signal -> Bar code. You can also change the status using the transaction manual kanban signal. You also have the option of collectively entering kanbans, whose status is to be changed, and then processing them (tab page Preliminary entry in the barcode entry). This leads to significantly shorter queue times between the entries, while the following processing is carried out automatically. As soon as you choose Save, the kanbans entered are processed. After processing, the system returns to the tab page Processed kanbans, so that you can check your entries. You can access any errors in a log. You can also enter status using a Plant Data Collection System (PDC System). The PDC interface supports the kanban signal, quantity signal and event-driven KANBAN. The operation takes place asynchronously in batch. For the kanban signal, quantity signal, and event-driven KANBAN there is a BAPI available (BUS 1075, 1172), which also allows a synchronous operation. The status can also be set indirectly using the goods receipt or backflush transaction. Signal lock in Customizing for KANBAN: You use the signal lock to determine a period (in minutes) in which the kanban signal is blocked. If you re-trigger the kanban signal within this period, the system will not change the status. This guarantees that a kanban cannot be set to FULL and then inadvertently set to EMPTY again by a second signal.
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4.10 Kanban Board Status change Status to empty
Status to full
Supply area Material
Container Container quantity
You can set me to empty
Supply area line 3 R-1230 Bios 20 pc. R-1240
Motherboard 20 pc.
Empty Empty Full Empty Full
Supply area line 4 R-1230 Bios 20 pc.
You can set me to full
WAIT Empty
Various views and selection options allow optimal monitoring and evaluation
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The kanban board displays an overview of container rotation and also allows you to trigger the kanban signal (for example, setting to FULL or EMPTY). You can choose between various displays: In the demand source view, you can display the control cycles by supply area (various selection criteria are available). For each control cycle, all the kanbans that are in circulation are displayed with their current status. From here, the demand source can set kanbans to EMPTY and FULL without the use of bar codes. The supply source view gives the supply source an overview of its worklist (various selection criteria are available). Here, the supply source can see which containers are still full and which must be replenished. It is not the responsibility of the supply source to set kanbans to EMPTY and FULL, so this function is not allowed in the supply source view. The plant overview gives you an overview of work progress in each control cycle, either for one plant or per plant (various selection criteria are available).
In Customizing for KANBAN, you can make basic settings for the kanban board. You can define the display of control cycles in the kanban board, the display of kanbans in the kanban board and the content of the quick info.
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4.11 Print Kanban Cards Once Only (Reusing Cards)
Print from master data
Print directly from control cycle maintenance
Collective kanban print
Print kanbans for all control cycles
Reprinting cards, that should have been printed on printer LP01 during a certain time frame
Material: Quantity:
0000815 100 pieces
Manufacturer:
007
Demand source: Location:
088 Shelf A014 Compartmt 4
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Single print: The cards are only printed once or they are printed for replacement purposes using the Create control cycle and Change control cycle functions. The same kanban is used over and over again. Here, you have three options: The kanban card circulates between the supply source and the demand source with the container. The kanban card is passed from the demand source to the supply source without a container but returns to the demand source with one. Here, you have to organize the transport of the cards to the supply source. The card remains at the demand source and is attached to the full kanban or is stored without a kanban at a predefined location. There is no information on the circulating kanbans and the information on empty kanbans is kept at the demand source. Information is passed on to the supply source by means of the kanban board. When a kanban is delivered, the card has to be retrieved at the demand source. With the collective kanban print, you can print kanban cards across the control cycle. In the case of a print error you can repeat the print of certain kanbans (for example, all kanbans that should have printed on a certain printer during a certain time period). The form for the kanban is maintained in the replenishment strategy of the control cycle in Customizing for KANBAN. The printer is entered directly in the corresponding control cycle (field Output device). If other forms are printed in an action, alongside the kanban form, then the kanban print is set up and carried out with these forms.
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If you want to use another function module for printing kanban cards instead of the standard function module PK_KANBANCARD_PRINT, then enter the name of your function module in Customizing for KANBAN in the work step Replenishment strategies. For printing barcodes from the kanban card, the printer must be able to process the general character set for barcodes, and it must be selected as a barcode printer. For further information on printing barcodes with SAPScript, see OSS note 5196.
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4.12 Print Kanban Cards Repeatedly Not Reusing Cards)
Event-driven on status change - The card does not have to be transported to the supply source - Current data (date, time, order number) on the card
1) Reprinting cards at replenishment
Using printer and form from the kanban data
When using production orders, print together with the other order papers
With purchase orders, you can transfer delivery address specific to control cycle and other kanban data to the purchase order form
2) Reprinting cards on each goods receipt
Using printer and form from the kanban data
Together with goods receipt documentation, using message control
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Renewed kanban print for each control cycle run: The card is thrown away at the end of each cycle. You have the following options (field Kanban print in the control cycle): 1 = Card printed when replenishment is triggered: with in-house production or stock transfer, the card is printed at the supply source. This means that the card does not have to be transported to the supply source. The card can be used as an extra written request for delivery (for example, for in-house production with planned orders or manual kanbans). For production orders, printing is carried out using the print control for production orders, in all other cases it is carried out using the KANBAN transaction (printer from control cycle, form from replenishment strategy). 2 = Card printed when goods receipt is posted: it makes sense to use this option for external procurement with central goods receipt. If you work with a strategy where the GR is carried out automatically in the background as soon as the status is changed to FULL, then do not use this print control technique. The kanban is printed when a GR is posted for a purchase order or a production order (or a stock transfer reservation) using the GR function in Inventory Management. The kanban is printed with or instead of the GR papers and is attached to the kanban. The kanban is printed using the GR print control. Kanban printed with the purchase order to which it is attached. The kanban is printed together with the purchase order and must be defined as a part of the order form. The order form controls whether or not a kanban is printed and not the entries in the control cycle. The kanban is printed along with the purchase order print.
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You can also print changeable data on the kanban card, such as date and time, or the number of a production order.
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4.13 Status Sequence - All Possibilities
Wait (initial) Empty
In process In transit
Full
In use
ERROR
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If there is additional information for certain processes, there will be an additional status alongside statuses EMPTY and FULL. In addition, the status WAIT is set in the following cases: When a new kanban is included in the control cycle, it is given the status WAIT. You can then set this status to EMPTY. If a kanban has been locked and is then set to EMPTY. The status WAIT can also be given by the demand source in the kanban board for information purposes if certain kanbans are not to be refilled immediately. If the Independent Supply Source/Separation of Status Change and Replenishment has been defined. Then the kanban signal from the demand source does not trigger replenishment. Instead, the kanban is given the status WAIT until the supply source triggers replenishment. IN PROCESS indicates that the requested material is currently being produced by the supply source. IN TRANSIT indicates that the material is currently on its way to the demand source. IN USE indicates that the demand source is currently withdrawing material. ERROR is set by the system and indicates that the status selected cannot be set successfully. The statuses WAIT, IN PROCESS, IN TRANSIT and IN USE are only of use when you work with the kanban board. These statuses can be clearly seen in the kanban board with color codes and inform you exactly how far production has progressed. They can be set manually, using bar code entry or more often using the kanban board itself.
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4.14 Logical Stock / Physical Stock (1) 3 containers each containing 10 pieces, several small orders Event Container Warehouse stock ------------------------------------------------------------------------------------Initial situation 30 Order for 2 pc. 30 Backflush 2 pc. 28 Order for 5 pc. 28 Backflush 5 pc. 23 Order for 2 pc. 23 Backflush 2 pc. 21 Order for 3 pc. 21 Container empty 21 Backflush 3 pc. 18 Emptying a kanban does not lead to a goods issue posting. Goods issues are backflushed.
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Emptying a kanban does not lead to a goods issue posting. Kanban materials are backflushed (goods issue for components), when the order requested is confirmed. The backflush has no influence on the kanban status. The kanban is set to empty, if the relevant material has been consumed. This operation is based only on the physical stock and is completely independent of any stock posting.
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4.15 Logical Stock / Physical Stock (2) 3 containers each containing 10 pieces, one large order Event Container Warehouse stock ------------------------------------------------------------------------------------Initial situation 30 Order for 50 pc. 30 Container empty 30 Container empty 30 Container full 40 Container empty 40 Container full 50 Container empty 50 Container full 60 Container empty 60 Backflush 50 pc. 10 Container full 20 Container full 30
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Considerable variances can occur between physical stock and logical stock as goods movements are not posted simultaneously.
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4.16 Adjusting to Variable Requirements
Conventional Production: Lot-size Calculation
320
200
200
150
KANBAN Production: Change in Frequency
130
130
130
130
130
130
130
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In conventional production control the quantities to be produced are determined using the lot-size calculation. With KANBAN, fixed container quantities are determined (always the same lot-size). The quantity procured within a period of time depends on the frequency with which the kanban is set to EMPTY. Replenishment frequency is based on actual consumption. The more material that is required, the faster the kanbans flow between supply and demand source. If material consumption decreases, the flow of kanbans slows down. There is never more material in circulation than the quantity defined by the number of kanbans in the control cycle. If a material is not required for a certain period of time, all kanbans remain at the demand-source. The kanban calculation can thus be used to adjust the number of kanbans to suit the current requirements situation.
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4.17 General KANBAN Procedure: Summary
Status sequence Setting kanban to FULL and EMPTY Changing the status using the kanban board,
the manual kanban signal and by scanning a bar code Printing kanban cards Focusing on physical stocks
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4.18General KANBAN Procedure Exercises Unit: General KANBAN Procedure Topic:
At the conclusion of these exercises, you will be able to:
print kanban cards,
change the status in the kanban board, and with the manual kanban signal
The PC component T-T7## (BIOS) is staged with KANBAN on production line T-L3##. The procurement takes place with purchase order handling from an external vendor. The master data (control cycle, supply area) is already maintained in the R/3 System. Now, kanban cards have to be printed, and kanbans have to be set to FULL and EMPTY to control the flow of material. 1-1
Print all kanban cards for the control cycle of PC component T-T7## (BIOS) in supply area T-P3## with a single print. These cards should always be used (it is also possible to define the kanban cards as a part of the purchase order form, and to print a new kanban card for each purchase order). 1-1-1 Menu path: Logistics Production KANBAN Control Cycle Change Material: T-T7## Plant: 1200 Supply area: T-P3## Enter. In the field Print Kanban no entry is made for the single kanban print. In the field Printer enter printer LP01 (this is a dummy printer) and choose: Goto Print kanban At this point we would normally choose Print all kanbans but since this is a dummy printer do not do this. The kanban cards (with a barcode) are now printed by the printer specified in the control cycle.
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Please see the appendix for a sample printout. 1-1-2 Which supply source and which replenishment strategy does this material refer to? ____________________________________________________ 1-1-3 Which delivery address is maintained for this control cycle? To find out, choose the Delivery address icon. ______________________________________________________
1-2
Now go to the demand source view of the kanban board for supply area T-P3##. 1-2-1 Menu path: Logistics Production KANBAN Control Kanban board Demand Source View Plant: 1200 Choose Supply area and select T-P3##. Choose the menu path Kanban board Save settings, to save your userspecific entries. Enter. 1-2-2 How many kanbans should circulate for material T-T7## between supply area T-P3## and the supply source? ______________________________________________________ 1-2-3 Which material is staged in this supply area, apart from PC component T-T7##? ______________________________________________________ 1-2-4 Check which number (kanban number or kanban ID) is displayed in the graphic for each kanban. To do this choose: Settings Display kanbans In the field Kanban text, the kanban number is selected. This is displayed. If required, you could convert the text to ‘Kanban ID’ and save it as a userspecific setting. However, you should not carry this out here.
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1-3
In the kanban board, set one container for material T-T7## (BIOS) to EMPTY. Display the stock/requirements list, both before and after the kanban is set to EMPTY. 1-3-1 Now leave the control cycle display, and go back to the kanban board. Select the row for the material T-T7## and choose Goto Stock/requirements list. 1-3-2 What is the available quantity of material T-T7## at storage location PL03? ______________________________________________________ 1-3-3 Go back to the kanban board and choose Status to EMPTY. Select a kanban for material T-T7## and choose Set kanban status to EMPTY. In this way the kanban is set to EMPTY, and the color changes to red. Now double click the red kanban. In the following dialog box you recognize the number of the replenishment element. 1-3-4 What sort of replenishment element is created on setting the kanban to EMPTY? ______________________________________________________ 1-3-5 Go back to the kanban board and from there branch to the stock/requirements list for material T-T7##. Select the row for the material T-T7## and choose Goto Stock/requirements list. 1-3-6 Why is the available quantity at storage location PL03 not reduced on setting the kanban to EMPTY. ______________________________________________________
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1-4
In the kanban board, set the empty container for PC component T-T7## (BIOS) to FULL. After the kanban has been set to FULL, display the stock/requirements list for matieral T-T7##, to see the storage location receipts. 1-4-1 Select the empty kanban for material T-T7## and choose Set kanban status to FULL. In this way the kanban is set to FULL, and the color changes to green. 1-4-2 Select the row for the material T-T7## and choose Goto Stock/requirements list. 1-4-3 What is the available quantity of material T-T7## at storage location PL03 now? ______________________________________________________ 1-4-4 Which activity is automatically carried out in Inventory Management on setting the kanban to FULL? ______________________________________________________
1-5
Now, in the kanban board, set another container to EMPTY for material T-T7##, using the manual kanban signal. 1-5-1 Menu path: Logistics Production KANBAN Control Kanban signal Manual entry Material: T-T7## Plant: 1200 Supply area: T-P3## Using F4-Help in the field Kanban number, choose a container with status WAIT. Choose Save. If you scroll to the right in the table Processed kanbans, you will see the purchase order number. Note this purchase order number and the item number of the purchase order: ______________________________________________________
1-6
In Inventory Management post a goods receipt for the purchase order above.
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1-6-1 Logistics Materials Management Inventory Management Goods Movement Goods Receipt For Purchase Order PO Number Known In the two empty fields behind Goods receipt for PO enter the purchase order number above and the item number. Purchase order: PO number above Choose Enter. Set the indicator OK. Choose Save and confirm the following dialog box with Enter. 1-6-2 Now go back to the kanban board for supply area T-P3##. Which status does the previously empty kanban have now? ______________________________________________________ Note: You could also have set the kanban to FULL (including posting the goods receipt) using the manual kanban signal. Even with the manual kanban signal, actual quantities can be entered, if you have deviated from the target quantities.
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4.19General KANBAN Procedure Solutions Unit: General KANBAN Procedure Topic:
1-1 1-1-1 The supply source is external vendor 2 (Electronic Components Distributor) 1-1-2 Plant 1200, Motherboard Assembly, 9 St.Petersburger Street, Dresden. 1-2 1-2-1 1-2-2 5 kanbans circulate between the demand source and the supply source. 1-2-3 The PC assembly T-B7## (processor coolant unit) is also staged in supply area T-P3##. 1-2-4 1-3 1-3-1 1-3-2 The current available quantity of material T-T7## at storage location PL03 is 100 pieces. 1-3-3 1-3-4 On setting to EMPTY, a purchase order is created. 1-3-5 1-3-6 Because backflushing the higer-level assembly performs the goods issue in KANBAN, setting to EMPTY does not carry out this inventory movement.
1-4 1-4-1 1-4-2 1-4-3 The current available quantity of material T-T7## at storage location PL03 is now 120 pieces. 1-4-4 On setting the kanban to FULL, the goods receipt for the purchase order is posted.
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1-5 1-5-1 1-6 1-6-1 1-6-2 After posting the goods receipt for the purchase order, the kanban belonging to the purchase order is set to status FULL.
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5 Replenishment Strategies: Contents
Replenishment Strategies for KANBAN without MRP Replenishment Strategies for KANBAN with MRP
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5.2 Replenishment Strategies: Unit Objectives
At the conclusion of this unit, you will be able to: Make the necessary settings for KANBAN
replenishment strategies without MRP in the R/3 System Make the necessary settings for KANBAN
replenishment strategies with MRP in the R/3 System Explain the special features of the various
replenishment strategies
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5.3 Overview Diagram 5
11
Introduction KANBAN Overview
22
Master Data
33
66
44
Kanban Calculation 77
88
General Procedure
Special Procedures
Error Processing
99
Evaluations
5 Replenishment Strategies
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5.4 Replenishment Strategies: Business Scenario
In your plant 1200 you are planning to use the
R/3 System's KANBAN function for in-house production, external procurement and stock transfer. Therefore you want to gain an overview of the
various replenishment strategies supported by the R/3 system. You must also maintain the necessary master
data in the R/3 System for the various replenishment strategies.
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5.5 KANBAN Without / With MRP
Without MRP
MRP creates no receipt elements (forecast via long-term planning) Replenishment elements (deliveryrelevant) are created by KANBAN per container Components of kanban parts can only be procured using consumption-based planning or with KANBAN
With MRP
MRP creates receipt elements (not delivery-relevant) as a forecast Replenishment elements (deliveryrelevant) are created by KANBAN per container (in container-control, printing the cards triggers replenishment) Components of KANBAN parts can be planned any way you like
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5.6 KANBAN without MRP: Unit Objectives
At the conclusion of this topic, you will be able to: make the necessary settings for KANBAN replenishment strategies without MRP in the R/3
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5.7 Overview: KANBAN without MRP Planned independent requirements /sales order
A
Receipt elements created direct from KANBAN Today
Planned order from MRP
Time
Dependent rqmt C KANBAN order
B D
E
Dependent rqmt External procurement
Materials D and E can only be procured with consumption-based planning or with KANBAN (but not with MRP)
Week 1
Reqmts
Week 3
A
Materials A, B are not controlled with KANBAN
C
Material C is controlled by KANBAN without MRP
MRP does not create receipt elements (forecast only with long-term
planning) for materials that are processed with KANBAN without MRP (MRP will terminate for these materials). Replenishment elements (delivery-relevant) are created by KANBAN
per container (direct reference from kanban to receipt element).
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If you do not want the material to be included in the planning run, that is, you do not want any additional replenishment elements (planned orders or purchase requisitions) to be created, you have to exclude the material from the planning run in the storage location assigned to the supply area of the supply source. When the demand source requests a kanban from the supply source, the system creates a replenishment element (run schedule quantity, production order, purchase order, and so on) for the required quantity (1:1 reference between a kanban and a replenishment element). The material is replenished using this element and it is also backflushed with reference to this element. The system also posts the goods receipt to this element when the material is delivered (manual GR recognizes relevant kanban). At the storage location excluded from the planning run, the BOM is not exploded further. That is, procurement elements in this storage location do not create dependent requirements for the components of the material controlled by KANBAN procedures. Therefore, if a material planned in this way has lower-level components, these components can only be procured using KANBAN or consumption-based planning procedures. However, it is possible to plan the component requirements using long-term planning. In long-term planning, you can also create simulative dependent requirements for KANBAN materials which provides you with the information you require to negotiate with your vendors.
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5.8 Requirements Forecast using Long-Term Planning
Demand management Simulative MRP
Comparison
Sales and operations planning
Purchasing information system
Production control
Cost center planning
MRP / MPS Operative planning
Long-term planning Capacity planning
Demand planning
Capacity planning
Controlling
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Simulative planning without having an effect on the current requirements planning. Mid- to long-term requirements forecast with BOM explosion. Explosion and requirements forecast also for consumption-based or KANBAN materials.
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5.9 Replenishment Strategies: KANBAN without MRP
In-house production
Processing with Cards (manual KANBAN) Planned order (run schedule quantity) repetitive manufacturing Production order discrete manufacturing
External procurement
Purchase order Scheduling agreement schedule line Stock transfer order Schedule lines for stock transfer scheduling agreement Source list
Stock transfer
Stock transfer with reservation Direct transfer posting Stock transfer from WM
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5.10 Master Data Replenishment Strategies without MRP: Material Master
Plant
1200 MRP indicator = 'blank'
Stor. loc. 1 MRP indicator = 'blank'
Replenishment using KANBAN with MRP
Stor. loc. 2 Material K
MRP indicator = 1 Stor. loc. PL03
Replenishment using KANBAN without MRP
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If you want to use KANBAN without MRP, you must have excluded the material from MRP in the material master, at the storage location at which you wish to use KANBAN. This has the effect that no replenishment elements (such as planned orders) are created for this material in exactly this storage location by the planning run. A replenishment element is only created when a container is set to EMPTY. You therefore set a material as 'KANBAN' not at plant level in the material master, but only per storage location (using the MRP indicator in the MRP view). This makes it possible to set replenishment by MRP at one storage location and replenishment by KANBAN for the same material at another storage location in the same plant. If you have excluded a material from MRP at a storage location, the system opens a new individual planning section (material excluded from MRP at storage location) in the stock/requirements list. For mass maintenance of storage locations, it is possible to enter storage locations collectively, by using transaction Enter storage locations in the menu of the material master. For certain replenishment strategies (replenishment with run schedule quantities (planned order)), replenishment with container control (mixture between KANBAN and MRP), the MRP type in the material master cannot be ND. In Customizing for MRP under Planning -> Storage location MRP, you can maintain a MRP indicator per storage location. This has the effect that when a new material is created in a storage location, the MRP indicator defined in Customizing is automatically defined for the material at this storage location. The indicator has no influence on existing materials, however.
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5.11 Procedure for Storage Location/Supply Area Determination Scenario: BOM explosion until Component D
Question: Which issue storage location?
A B
C
BOM
D
Production storage location from BOM item for component D
Strategy for stor. loc. determination by MRP group in material master material A A B
C
D
A
Material mastermaterial D:production D:production storage location
B
Production storage location selection = 1 in MRP group for material A: production storage location from material master for component D
C
D
Production versionMaterial A:Proposed A:Proposed--issue storage location
Production storage locn selection = 2 in MRP group for material A: proposed issue storage location from production version for assembly A
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Use: In the BOM explostion, the system's first priority is to post the components from the issue storage location, which is maintained in the BOM item of the component (field Production storage location). If a storage location has not been entered in the BOM item, the MRP group of the assembly decides whether the issue storage location is used from the material master of the component or the production version of the assembly (strategy for production storage location selection). This strategy is defined per MRP group in Customizing for repetitive manufacturing under Storage location and supply area determination Storage location selection = 1: System reads the production storage location in the material master of the components as the issue storage location. This procedure is used if there is a specific storage location for each component in the plant. Storage location selection = 2: The proposed issue storage location in the production version (of the assembly or finished product produced) is used as the issue storage location for all components. If the proposal withdrawal location has been maintained in the production version, the system uses the assembly's receiving storage location as the withdrawal storage location for all components. You can define the receiving storage location in the production version of the assembly in field GI proposed stor. loc. or in the material master record of the assembly in field Issue stor.location. If neither of these entries has been maintained, you can enter the receiving storage location in the backflush transaction in Repetitive Manufacturing which is then used as the withdrawal storage location for the components. You should use indicator 2 when all components lie together in one storage location close to the production line where they are required.
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Storage location selection =3: As for indicator 1. If it cannot find a storage location, it proceeds as described for indicator 2. Storage location selection =4: as for indicator 3, but with reversed sequence. If a MRP group has not been maintained for the assembly/finished product, the entry in the field Production storage location from the material master of the component, is read as the issue storage location for all components.
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5.12 Replenishment Strategies: External Procurement (KANBAN without MRP)
Purchase order
Scheduling agreement schedule line
Stock transfer order (plant to plant)
Schedule line for stock transfer scheduling agreement (plant to plant)
also possible cross-company-code
Source list
also possible cross-company-code
Quantity/value contract can be specified: contract release order for outline agreement.
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If several control cycles have the same supply source in the control cycle, then this can be maintained in the source list (simple maintenance for changing the supply source). For processing with outline agreement (quantity/value contract) the outline agreement is specified in the source list. There is always exactly one supply source (no quota arrangement). However, the quota is updated for materials inclued in the quota arrangement).
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5.13 Processing with Purchase Orders
Creates a purchase order or contract release order for the outline agreement
Purchase order 1
Empty
Full Posts GR for purchase order, or manual GR for purchase order sets kanban to status FULL
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The purchase order (possibly with reference to a contract) is created when the kanban status is set to EMPTY. The time of printing and the print form, as well as the type and time of the message issue (immediate, fax, EDI) for the purchase order is defined with the message control. The delivery date for the purchase order is determined by forward scheduling using the planned delivery time from the purchasing info record plus the goods receipt processing time from the material master. If the purchasing info record does not contain a planned delivery time, the planned delivery time from the material master is used. There is a 1:1 relationship between the purchase order and the kanban. The kanban indicator is set in the additional data of the purchase order. The vendor delivers the goods to the location determined (receiving storage location is taken from the control cycle, maintenance in material master not necessary). Two options exist for this: the vendor delivers the goods to a central goods receipt location or goods are delivered directly to the supply area. If the goods are delivered directly to the production line, the status change (by bar code or kanban board) triggers an immediate goods receipt posting using the target data. The goods receipt can also be carried out manually using the transaction for goods receipt (for example, if you want to make any changes or if you want to enter any additional data). When the goods receipt is posted, the system changes the status in the background. For this type of goods receipt posting, the system issues an information message indicating that the goods receipt will be carried out for KANBAN. It is possible to print a kanban in the central GR with or instead of a goods receipt/issue slip.
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The vendor must be defined in the control cycle. The delivery address of the vendor can be defined in the control cycle. If the system finds no address here, it uses the plant address. In the case of under-deliveries (for example, posting a lower actual quantity in the transaction Kanban Signal) remaining quantities of the purchase order remain. Therefore, in the case of under-deliveries, the goods receipt should be posted in the inventory management and the final delivery indicator should be set.
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5.14 Process with Schedule Lines
Scheduling Scheduling agreement agreement
Creates a scheduling line for the scheduling agreement (scheduling agreement Empty schedule line)
1.4.99 1.6.99
Full Posts GR for schedule line, or manual GR for scheduling agreement sets kanban to status FULL
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When the kanban status is set to EMPTY, the system automatically creates a schedule line. The schedule line is transferred to the vendor. The delivery address is taken from the scheduling agreement item (not from control cycle). At the GR, there is no 1:1 relationship between the kanban and the scheduling agreement schedule line. In the manual GR, if the scheduled quantity is not equal to the GR quantity, the GR quantity must be divided amongst the empty kanbans. It is possible to print a kanban in the central GR with or instead of a goods receipt/issue slip. The schedule line item number is assigned to the control cycle. For the schedling agreement item, with which the KANBAN process is to be carried out, the kanban indicator must be set in the additional data for the scheduling agreement item. Scheduling agreement items with the kanban indicator cannot have an entry for MRP in the source list. The scheduling agreement item for the kanban process must be assigned to the same storage location as the supply area for which the material is being procured. For the scheduling agreement item, only kanban schedule lines can be created and not manual schedule lines or MRP schedule lines. In the case of under-deliveries (for example, posting a lower actual quantity in the transaction Kanban Signal) remaining quantities of the purchase order remain.
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5.15 Process with Stock Transfer Orders / Stock Transport Scheduling Agreements (Plant to Plant)
Creates a Stock Transfer Order or a Schedule Line for the Stock Transfer Scheduling Agreement Empty
The supplying plant posts the material in the stock in transit or carries out a delivery.
Full Posts GR for schedule line, or manual GR for scheduling agreement Sets kanban to status FULL
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When the kanban is set to EMPTY, a purchase order is created in the receiving location and a release order in the delivering plant. The release order is procured and then posted using the goods movement type 351. In the receiving location posting takes place with movement type 101. However, instead of posting the goods receipt, the status can also be set to FULL (then goods receipt takes place in the background). For the process with stock in transit, the GR can only be posted for the amount of the stock in transit. If the removal from stock in the delivering plant is to be carried out using MM functionality, the vendor indicator must be set to blank in Customizing for Purchasing (Purchase order processing -> Set up stock transport order). If the stock transfer is to be carried out in SD, the appropriate vendor has to be maintained. The process with stock transport orders/stock transfer scheduling agreements is supported between two plants from different company codes. The procedure using the source list is similar to the procedure with standard purchase orders or with scheduling agreements. The only difference is that the system reads the source list to determine the source of supply. The vendor or the outline agreement (scheduling agreement, quantity/value contract) is recorded in the source list. The entry cannot be relevant to MRP for scheduling agreements with the KANBAN indicator. Moreover, only one entry is allowed so that the scheduling agreement can be specifically identified in KANBAN procedures. Advantage: If the vendor changes for a kanban material, that is consumed in several control cycles, the vendor has to be changed simply in the source list, but not in all control cycles.
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5.16 Activities in External Procurement
Activity
Purchase order Scheduling agreement Plant Plant
Status EMPTY Signal for replenishment
Status change
Creates purchase order or schedule line GI in stock in transit or SD delivery
Other activities
Goods receipt
Post GR
Status change
Status FULL
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5.17 Replenishment Strategies: In-House Production (KANBAN without MRP)
Processing with cards and product cost collector (manual KANBAN)
Processing with planned order (run schedule quantity) and product cost collector
Production order
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5.18 Processing with Cards (Manual KANBAN)
Only the information that a material is to be produced is created. (Printing and/or sending a kanban, display in the kanban board) Empty
Full Posts backflush (goods receipt assembly, backflush components, post production activity), or manual backflush sets status to FULL
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No replenishment element is created by the system when the demand source sets the kanban status to EMPTY. The kanban or the information is transferred to the supply source. The supply source receives the information either via the kanban (card) or via the kanban board. The supply source produces the kanban quantity. Backflushing is carried out using the backflush transaction or by setting the kanban status to FULL. The backflush automatically contains the goods receipt for the finished product, the goods issue of the components and changes the kanban status to FULL. If the status is set to FULL or the backflush transaction is posted without component processing, then the system explodes the current BOM. If you want to change components, you should work with the backflush transaction where it is possible to branch into the component processing functions. In the backflush, the production activities are posted to the product cost collector according to the material calculation.
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5.19 Processing with Planned Orders (Run Schedule Quantities) for Repetitive Manufacturing
A run schedule quantity is created, It is possible to print a kanban Production line
Empty
Full Posts backflush (goods receipt assembly, backflush components, post production activity), or manual backflush sets status to FULL
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When the demand source sets a kanban to EMPTY, a run schedule quantity is created (forwardscheduling as basic scheduling, no lead time scheduling). The run schedule quantity is a repetitive manufacturing planned order with order type PE. The kanban or the information is transported by the demand source to the supply source. If necessary, the card is reprinted at the supply source or it is attached to the kanban. The supply source receives the information on all the empty containers by means of the kanban or via the kanban board. After the container has been filled by the supply source, you have three options: The supply source backflushes the replenished quantity. In the KANBAN backflush transaction, goods receipt for the replenished material and goods issue for the components (corresponds to the current BOM) are linked and the run schedule quantity is deleted automatically. Material costs and production activities are also posted to the product cost collector corresponding to the material calculation. In this backflush transaction, you can also branch into the component processing screen where you can change component materials or quantities. When you save the backflush, the system automatically sets the status to FULL. The demand source sets the container to FULL. Then the system automatically backflushes the current data of the run schedule quantity. Backflush includes: GR for the replenished material, GI for the components and deletion of run schedule quantity. In the backflush and barcode transactions you can make batch entries. Application: period-oriented production (cost monitoring periodically).
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5.20 Processing with Production Orders for Discrete Manufacturing Order header Operations Operations
A production order is created. It is possible to print a kanban with the shop floor papers. Empty
Material Material components components PRTs PRTs 100 20 50
Backflush can post automatic goods receipt (not reversed)
Full Posts GR for production order, or GR sets kanban to FULL.
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When the demand source sets the kanban to EMPTY, the system creates a production order for the kanban quantity for the supply source. Depending on the settings in Customizing, this production order is released automatically and printed. The empty kanban or the information is transferred to the supply source. The supply source receives the kanban or the shop floor papers, or uses the kanban board. The order is produced. Once the order has been completed, the supply source backflushes the quantity produced (with the backflush transaction in the production control menu). Using the control key in the routing you can set that the backflush automatically posts the goods receipt (but not the reverse). Application: order-related production (order-related cost-monitoring, time tickets,...). Although productrelated costing can be used as an alternative with production orders.
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5.21 Integration Cost Accounting
Production with manual KANBAN or run schedule quantities
Collection of material costs, production activities and overhead rates at a cost collector as in repetitive manufacturing
Cost collector settled periodically
Production with production orders
Collection of material costs, production activities, and overhead rates in the production order
Individual settlement for each production order
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5.22 Activities in In-House Production
Activity
Manual KANBAN
Status EMPTY Signal for replenishment Backflush
Goods receipt
Production order
Status change Creates run schedule quantities
-
Backflush = Goods receipt, component backflush, post material costs and production activities
Creates production order Backflush possible
Post GR
Status change
Status FULL
Run schedule quantity
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5.23 Replenishment Strategies: Stock Transfer (KANBAN without MRP)
Stock transfer with reservation from MM-based storage location to MM-based storage location Direct transfer posting from MM-based storage locations to MM-based storage location Stock transfer with transfer requirements/transfer orders from WM-based storage location to MM-based storage location
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5.24 Stock Transfer with Reservation
Creates a stock transfer reservation as a planned receipt at the production storage location, as well as a material reservation as a planned issue at the issue storage location. Empty Physical stock transfer
Full Posts the stock transfer for the reservation (from the issue storage location to the production storage location), or a manual transfer posting (movement type 311) sets the status to FULL.
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Cards are printed at replenishment, using the printer and the form in the kanban data. At goods receipt (transfer posting), they are printed with or instead of the goods receipt note. The planned receipt is always on the posting day.
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5.25 Direct Transfer Posting
Posts the stock transfer from storage location to storage Empty location Physical stock transfer
Full Only changes the kanban status from EMPTY to FULL No goods receipt
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At replenishment, kanban cards are printed using the printer, and the form from the kanban data.
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5.26 Replenishment from WM Based Storage Locations using Transfer Requirements (1)
Creates transfer requirement Empty
Transfer requirement is converted automatically or manually into a transfer order
Full Confirms the transfer order in WM and posts the stock transfer, or: Confirmation of the transfer order automatically changes the kanban status from EMPTY to FULL and posts stock transfer
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Use: You use this function if your supply storage location is managed using WM and you want to transfer components from these storage locations to the production storage location that is MM-based. In this way the KANBAN material is taken to an interim storage location and from there is transferred via the KANBAN control cycle to the supply area. With this process you initially create a transfer requirement, which will be converted into a transfer order in Warehouse Management. Only on confirming the transfer order, that is after stock transfer has been completed, does the system post the material. Activities: 1.You set a kanban to EMPTY. 2. The system generates a transfer requirement for the Warehouse Management system with one item per kanban. Alternatively the system can also immediately generate a transfer order (see Prerequisites). 3. Warehouse Management converts the transfer requirement into a transfer order. 4. The material will be transferred from the WM storage location via the kanban interface to the supply area, which is set in the control cycle. 5. Warehouse Management confirms the order. 6. The system sets the kanban to FULL and posts the goods movement. Alternatively you can also initially set the kanban to FULL, whereupon the system confirms the open transfer order in WM in the background and posts the goods movement. You can only use a transfer order item to confirm a kanban quantity with variance, otherwise the difference cannot be assigned to any transfer order.
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You can print kanban data on the transfer order. At replenishment kanban cards are printed using the printer, and the form from the kanban data. The supply area can be transferred into the transfer order as information.
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5.27 Replenishment from WM-Based Storage Locations using Transfer Requirements (2)
MM Posting
WMstor. loc. 0088
Stor. loc. PL03
Interim storage type 150
Supply area
WM storage number 001
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Prerequisites: •You have entered both a WM-based and a KANBAN storage location. You have created a replenishment strategy with control type 6 for this type of stock transfer (in the standard system, strategy 0006 is used). • If you want to create a transfer order directly in the KANBAN application, then you must maintain Direct TO Creation in the replenishment strategy. If applicable, you have maintained the difference indicator in the replenishment strategy. If on confirming, the actual quantity does not match the KANBAN quantity, this value determines where the difference will be posted to. • In Customizing for WM you have created a storage type and a storage section under Master data and in the WM application you have created a storage bin (standard system storage type 150). • In Customizing for WM under Logistics Execution -> Warehouse management -> Interfaces -> Define kanban under Movement type assignment to kanban supply you have assigned movement type 350 to the storage type. With this transaction type in WM, the kanban parts are transferred to the interim storage bin. Under Storage location control in Warehouse Management, you have assigned the WM interim storage area to the kanban storage location and in addition, you have defined the movement type for the transfer posting from the WM storage location to the kanban storage location (standard 311). • You have created a material that shows the WM warehouse number and the storage type both in your KANBAN storage location (demand source) as well as in your WM storage location (supply source). • You have created a control cycle for your material, that contains the replenishment strategy mentioned
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above, the WM storage location, the storage number above, the storage type and storage bin from the WM as the KANBAN interface.
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5.28 Stock Transfer with Integrated Stock Determination (Batches, Consignment)
Demand source Assembly/ production
Supply source
C
B
D
Stor. loc. 1 Empty Material C
A
Charge
UnrestrictedUnrestricted-use stock - Unrestricted-use consignment stock vendor 1 - Unrestricted-use consignment stock vendor 2
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Use: In the replenishment strategies for stock transfer (replenishment with direct transfer posting, replenishment with reservation, replenishment from WM-based storage locations) you must specifiy a storage location as the supply source for stock transfer in the control cycle. If there is any unrestricteduse stock or unrestricted-use consignment stock, you can determine which stock you want using stock determination. With stock determination you can access both unrestricted-use stock as well as unrestricted-use consignment stock. In the replenishment strategy Replenishment from WM-based storage locations, the stock determination is controlled by the WM module. Prerequisites: In Customizing for Inventory Management under Stock determination, you have defined, on plant level, the stock determination strategy, which consists of the stock determination group and the stock determination rule with further parameters. In Customizing for KANBAN under Replenishment strategies you have assigned the stock determination rule on plant level for the appropriate replenishment strategy. For material to be handled in batches you also assign the batch search procedure. You have assigned the stock determination group to the component in the material master record. Batch determination: If a component is a material to be handled in batches, then as well as stock determination, the MM batch determination is triggered. Here, the batch search procedure must be maintained (definition in Customizing General Logistics under Batch management -> Batch determination /Assignment per replenishment strategy in Customizing for KANBAN under
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Replenishment strategies). This search procedure determines the sequence of the strategy types, for which the system tries, within batch determination, to calculate the strategy records.
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5.29 Activities in Stock Transfer
Activity
Status EMPTY Signal for replenishment
Direct transfer posting from WM from MM
Reservation from MM
Status change Creates Reservation
Makes transfer Makes transfer posting Creates posting transfer reqmt Creates transfer order
Other activities
Goods receipt
Transfer posting Reservation Status change
Status FULL
Confirm transfer order
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5.30 KANBAN with MRP: Unit Objectives
At the conclusion of this topic, you will be able to: make the necessary settings for KANBAN replenishment strategies with MRP in the R/3 System
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5.31 Overview: KANBAN with MRP
Planned indpdt reqmts / sales order
Receipt elements created from MRP (for example weekly lot size) - purpose: forecast Today
A Planned order Time
Dependent rqmt C Planned order
B D
E E Dependent rqmt
External procurement
Materials D and E can be procured with consumption-based planning, or with KANBAN, or with MRP
Week 1
A C
Reqmts
Week 3
Materials A and B are not controlled with KANBAN Material C is controlled by KANBAN with MRP
MRP creates receipt elements (not delivery-relevant) as a forecast When kanbans are set to EMPTY, additional replenishment elements (delivery
relevant) are created per container (in container-control no replenishment elements, but printing the cards triggers replenishment)
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In this process, the storage location assigned to the supply area is not excluded from MRP. Receipts, stocks, and requirements are therefore taken into account by MRP (net requirements calculation also for kanban parts). Lot sizes according to flexible period length are useful; replenishment elements are created by MRP. The replenishment elements created in the planning run, however, are not intended to trigger production or replenishment directly. Instead, they exist to provide the supply source with a forecast. The advantage of replenishment using KANBAN with MRP: In KANBAN, materials and components can be planned with MRP, consumption-based planning, as well as with KANBAN. In this way you can also externally procure components from a vendor with MRP (for example if the vendor is not prepared to deliver on the basis of a KANBAN process), although you use KANBAN internally. However, the container control strategies have to be organized to ensure that the supply source does not produce the material for the replenishment element created in MRP immediately, but awaits the kanban call. The material flow is controlled by setting kanbans to FULL and EMPTY. No direct reference from receipt element to the kanban: Backflushes and goods receipts are posted without reference to the kanban. This means that you can backflush daily quantities, for example. KANBAN only manages the status of the kanban and controls material flow and production using the kanban signals.
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5.32 Replenishment Strategies: KANBAN with MRP
In-house production
Container control/planning with MRP
Planned orders/planning with MRP
Production orders/planning with MRP
External procurement
Container control/planning with MRP
Summarized JIT call
Stock transfer
With reservations/planning with MRP
With direct transfer posting/planning with MRP
Container control without res./transfer posting/ planning with MRP
SAP AG 1999
It is often useful to consider components in MRP, that are procured using kanban run schedule quantities or kanban production orders. This can be necessary if individual raw materials are not procured with KANBAN, but are planned with MRP by the vendor, or if you want to send your vendor a forecast, without using long-term planning.
Stock transfer: The strategy stock transfer with direct transfer posting/planning with MRP, as well as the strategy with stock transfer with reservation/planning with MRP take place in exactly the same way as the corresponding strategies without MRP. In these stock transfer strategies, the transfer posting is posted between the storage locations when kanbans are set to FULL or EMPTY. In stock transfer with container control/planning with MRP, setting kanbans to EMPTY and FULL only triggers a status change (and not an automatic transfer posting). Therefore the kanban signal does not cause transfer posting between the storage locations.
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5.33 Master Data: Replenishment Strategies with MRP:Material Master
Plant
1200 MRP indicator = 'blank'
Stor. loc. 1 MRP indicator = 'blank'
Replenishment using KANBAN with MRP
Stor. loc. 2 Material K
MRP indicator = 1 Stor. Loc. PL03
Replenishment using KANBAN without MRP
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In this process, the storage location assigned to the supply area is not excluded from MRP (MRP indicator = blank).
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5.34 Container Control for In-House Production, External Procurement, Stock Transfer Only the information that a material is to be produced is created. (Printing and/or sending a kanban, display in the kanban board) Empty
KANBAN runs as manual KANBAN
Full Only status change, display in the kanban board (possible to print and/or send a kanban) MRP creates receipt elements (not delivery-relevant) as a forecast Printing and/or sending a kanban triggers replenishment (delivery relevant) No reference from receipt element to the kanban
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In the replenishment strategy container control, setting a kanban to EMPTY only triggers a status change, and if required, prints a kanban. A goods receipt is not posted. Exception: In in-house production with repetitive manufacturing, setting a kanban to FULL could cause goods receipt for the amount of the container target quantity. Manual postings do not have any influence on a container status (a goods receipt for the purchase order does not set the kanban to FULL, no reference to the kanban). In this case only differences can be posted manually (for example: container quantity 21 pieces, planned quantity however, is 20 pieces. In this case you post 20 pieces on setting to FULL, and you post the difference of 1 piece manually). In external procurement with scheduling agreements (kanban indicator in scheduling agreement = blank, as the schedule lines are created from MRP and not from KANBAN) a goods receipt for the amount of the planned container quantity is possible, when setting the kanban to FULL. Manual GR postings for the scheduling agreement do not have any influence on a container status (a goods receipt for the scheduling agreement does not set the kanban to FULL, no reference to the kanban). In this case only differences can be posted manually. If you use scheduling agreements, kanbans can be sent by EDI, using a user exit. Note: While in container control (in the two cases above), only differences can be posted (as manual postings do not have any influence on the container control), the replenishment strategy stock transfer with reservation/planning with MRP also leads to a manual posting at the status change (as here, there is a 1:1 relationship between reservation and kanban).
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For stock transfer with container control the supply source and the receiving supply source belong to a storage location.
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5.35 External Procurement: Replenishment with Summarized JIT Calls Forecast, Forecast delivery not relevant schedule for delivery Material A Date, quantity EDI Date, quantity Fax. ..... etc.
MRP
Source list
Sched. Sched. agrmt agrmt Material Material A A
Control cycle Production
Sum. JIT call Material A Date, time Unloading point, supply area
• KANBAN • Pull list
Empty
Relevant for delivery EDI Fax. etc.
Quantity
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Use: With the summarized JIT call you can transmit calls which are relevant for delivery directly from production to a vendor (and not from MRP). First, you generate schedule lines from requirements planning as a forecast, which you transmit as a forecast delivery schedule or a JIT delivery schedule to the vendor. This forecast or JIT delivery schedule is not delivery relevant for the vendor, but he uses it for his own planning. As soon as you really need the material in production, generate a summarized JIT call, which is relevant for delivery, by setting a kanban to EMPTY or create a new item in an existing JIT call. This summarized JIT call is then sent to the vendor in the form of a letter, fax, e-mail, or EDI. The dispatch is controlled by message determination. Message determination checks whether a message can be found for the criteria entered and triggers a message default. The summarized JIT call is relevant for delivery for the vendor. Kanbans are delivered corresponding to the summarized JIT call. A summarized JIT call contains a delivery date by which the vendor must deliver the requested quantity of materials to supply production. A summarized JIT call can contain delivery dates using exact times as well as exact days. For a summarized JIT call with several items, the item with the earliest date defines when the material must be delivered to this JIT call. In addition, a JIT call can contain an unloading point for the materials. You can trigger a summarized JIT call both via classic as well as event-driven KANBAN.
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5.36 Grouping Summarized JIT Calls
When a new summarized JIT call is created, it is tested to determine - whether it is to be attached to an existing JIT call as an item, - or whether a new call is to be created
Grouping per... Vendor, partner, plant Unloading point
Arrival time (shift, period)
Optional
Optional
Mandatory
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Use: You group material requirements, or kanbans, in order to achieve optimization in delivery. If you have set the grouping of material requirements in the system, then on emptying a kanban, the system checks whether this material requirement can be attached to an existing summarized JIT call. If this is the case, then the system generates an item for an existing summarized JIT call. If this is not the case, the system creates a new summarized JIT call (no items can be added to transmitted summarized JIT calls). In principle, you can only group kanbans that have the same vendor
the same message partner the same plant and that have not yet been transmitted. If you decide to group kanbans, then you may choose the type of grouping: according to plant according to plant and unloading point according to delivery date (if you group according to delivery date, then you must also always group according to plant or according to plant and unloading point).
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5.37 Message Transmission of Summarized JIT Calls
MRP
Production
• KANBAN • Pull list
Fcst Fcst dely dely sched. sched. Fcst Fcst dely dely Material Material A A sched. Fcst dely sched. 17.03. 1500 pc. 17.03. 1500 pc. Material B sched. Material B 24.03. 1600 pc. 24.03. 1600 pc. 17.03. 17.03. 2500 2500 pc. pc. Material C
Summarized Summarized JIT JIT call call 000123 000123 Unloading Unloading point point 4711 4711 Delivery Delivery time: time: 17.03., 17.03., 08:30 08:30
Summarized JIT call 000124
Material Material AA 25 25 pc. pc. Unloading point 4712 Material B14 Material B14 pc. pc. Delivery time: 17.03., 03:30 PM
24.03. 24.03. 2600 2600 pc. pc. 17.03. 500 pc. 24.03. 600 pc.
Sub-vendor Sub-vendor
Vendor Vendor (Head (Head office) office)
Material C 15 pc. Material C 18 pc.
Vendor Vendor (North (North plant) plant)
Vendor Vendor (South (South plant) plant)
Carrier Carrier
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Determination of message partner: Problem: A summarized JIT call 000123 refers to a scheduling agreement for material A and B. The forecast delivery schedule for material A can be sent to a different recipient than the forecast delivery schedule for material B. Who should the summarized JIT call be sent to? Solution: In the summarized JIT call profile a specific partner function is determined for the message partner. Forecast delivery schedules for various materials are only grouped if the same partners are maintained in the scheduling agreements under this partner function. The control of the message output takes place via this message partner. For the standard case (always the same vendor) you do not need to maintain a partner function. Message determination always appears when you create a new summarized JIT call. You can transmit the message to your JIT call at various times. In Customizing for KANBAN enter the dispatch time for the corresponding message under Define message type for summarized JIT call (under Default settings). You have the following options: You start regular output runs which define which summarized JIT calls you have to transmit (dispatch time 1 and 2). You test yourself which JIT calls you have to transmit (dispatch time 3).The advantage of this process is that you can choose messages with specific selection criteria via a report and you can transmit these in an operation.
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You transmit the message directly on creating the summarized JIT call. In this case the system always creates a new summarized JIT call (dispatch time 4) on emptying a kanban.
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5.38 Goods Receipt with Reference to Sum. JIT Call
GR with sum. JIT call
GR with kanban
Summarized JIT call 0123
Kanban 0000000111
Sum. JIT call 0123 Material A 25 pc. Material B14 pc.
GR with sched. agrmt Sched.agrmt 552
Sum. JIT call 0123 Material A 25 pc. Material B14 pc.
Sum. JIT call 0123 Material A 25 pc. Material B14 pc.
Sched. agrmt 552 Material A Sched. 17.03. 1500agrmt pc. 553 Material B 24.03. 1600 pc. 17.03. 2500 pc. 1.4.2001 1.6.2006 24.03. 2600 pc.
Sched. agrmt 552 Material A Sched. 17.03. 1500agrmt pc. 553 Material B 24.03. 1600 pc. 17.03. 2500 pc. 1.4.2001 1.6.2006 24.03. 2600 pc.
Sched. agrmt 552 Material A Sched. 17.03. 1500agrmt pc. 553 Material B 24.03. 1600 pc. 17.03. 2500 pc. 1.4.2001 24.03. 1.6.2006 2600 pc.
Kanban 0000000111
Kanban 0000000111
Kanban 0000000111
Kanban 0000000122
Kanban 0000000122
Kanban 0000000122
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You can carry out the goods receipt both via KANBAN and the summarized JIT call as well as by your scheduling agreement item. Starting in the KANBAN menu, you will find a function under JIT calls, which enables you to post the goods receipt to a JIT call number. If you post the goods receipt in the foreground, then the goods receipt quantities, which were suggested for confirmation and which match the quantities to be released can be posted by item. You can also alter the suggested quantity; i.e. if it is permitted in the scheduling agreement you can post an under- or over- delivery. Starting in the Inventory management menu, you find under goods receipt for purchase orders a function which allows you a manual final backflush for the summarized JIT call or scheduling agreement. When you carry out the goods receipt in the scheduling agreement, JIT calls or kanbans will not be updated. You should not use this function for adjustments. When a kanban is set to FULL, the system posts the quantity, which you have released from your vendor. If a summarized JIT call contains several items, you can carry out the goods receipt per item, i.e. per kanban. For more information (such as prerequisites) see the SAP Library for KANBAN.
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5.39 Production Orders/Planning with MRP Planned orders Material A Date, quantity Date, quantity .....
MRP
Forecast, not relevant for delivery
KANBAN orders reduce planned orders from MRP Production KANBAN Pull
list
Empty
Control cycle
REM planned order or production order Material A Date, time Supply area Quantity
Relevant for delivery
MRP creates receipt elements (not delivery-relevant) as a forecast Replenishment elements (delivery-relevant) are created by KANBAN per container.
These reduce the planned orders, which are created by MRP.
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MRP can also be used for a forecast with KANBAN run schedule quantities and KANBAN production orders. Two replenishment strategies are provided as standard (in-house strategies 0005 and 0006).
The planned orders from MRP are reduced when KANBAN run schedule quantities or production orders are created, by setting a kanban to EMPTY. You have to determine the following in the replenishment strategy for in-house production: the reduction of planned orders (which planned orders are taken into account) the reduction period (up until which point planned orders are taken into account) the recreation of planned orders (in the case of a cancellation of the run schedule quantity of production order)
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5.40 Replenishment Strategies: Summary
Replenishment Strategies for KANBAN
without MRP Replenishment Strategies for KANBAN
with MRP
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5.41Replenishment Strategies Exercises Unit: Replenishment Strategies Topic: KANBAN with scheduling agreement schedule lines At the conclusion of these exercises, you will be able to: trigger replenishment with KANBAN with scheduling agreement schedule lines
The PC component T-TC## (CD-ROM, without label) is provided for a parts production in supply area T-P6##. Replenishment is to be carried out using schedule lines from vendor 2 (Electronic Components Distributor).
1-1
Create a scheduling agreement for vendor 2: Logistics Materials Management Purchasing Outline Agreement Scheduling Agreement Create Vendor Known Vendor: Agreement type: LP Purchasing organization: 1000 Purchasing group: 007 Choose Enter and the system displays the scheduling agreement header. Valid-to date: End of next year Choose Enter. Material: T-TC## Target quantity: 2000 pieces Net price: 69 Plant: 1200 Storage location: PL06 (to see this column you have to scroll to the right) Select item 10 and choose Item Details Tax code: VN Set the indicator unlimited (over delivery) (below left). Choose Enter.
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Select item 10 and choose: Item More functions Additional data In the field Kanban indicator, choose the entry X (replenishment element for KANBAN). On setting a kanban to EMPTY, the delivery address for the schedule line is transferred from the scheduling agreement. Therefore, you can maintain the exact delivery address in the schedule line item. Display the delivery address: Item More functions Delivery address Choose Adopt. Disregard any warnings by clicking Enter and, if necessary, by closing the dialog box. Save the scheduling agreement and note the number, which is displayed in the status line in the lower part of the screen: ____________________________________________________________ 1-1-1 Why do you have to specify the receiving storage location and the plant in the scheduling agreement item? _____________________________________________________
1-2
Now create a control cycle for material T-TC## and supply area T-P6##. You are already familiar with the menu path. Material: T-TC## Plant: 1200 Supply area: T-P6## Number of kanbans: 5 Quantity per kanban: 20. In external source, select strategy 0002 (schedule lines) for the replenishment strategy. Choose Enter and enter the scheduling agreement along with the line number of the scheduling agreement (=10) that you created above in the field Agreement. Save the control cycle.
1-3
Now go to the demand source view of the kanban board for supply area T-P6##. 1-3-1 In the kanban board, set all 5 kanbans for PC component T-TC## to EMPTY.
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Examine the result in the stock/requirements list. Which and how many replenishment elements were created by setting the kanbans to EMPTY? What is the available quantity of material T-TC## at storage location PL06? ______________________________________________________
1-4
Assume that the supply source has delivered two kanbans. Therefore, manually post a goods receipt for two kanbans: Menu path: Logistics Materials Management Inventory Management Goods Movement Goods Receipt For Purchase Order PO Number Known Goods receipt for purchase order: enter scheduling agreement number and item number above (which you noted on the previous page). Choose Enter. The system proposes the complete quantity (100 pieces). In the field Quantity overwrite the quantity to the value 40 pieces. Set the indicator OK. Choose Save. In the following dialog box you must decide which kanban you want to fill with the goods received. Accept the proposal by choosing Copy. Examine the result in the stock/requirements list. According to the stock/requirements list, what is the available quantity of material TTC## at storage location PL06? ____________________________________________________________
1-5
Assume that the supply source has delivered an additional kanban. This time, instead of using the goods receipt posting in Inventory Management, use the manual kanban signal. Change the actual quantity to 18 pieces. Menu path: Logistics Production KANBAN Control Kanban signal Manual entry Material: T-TC## Plant: 1200
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Supply area: T-P6## Using F4-Help in the field Kanban number, choose a container with status EMPTY. Actual quantity: 18 pieces Choose Save. Examine the result in the stock/requirements list. How has the stock/requirements situation changed? ____________________________________________________________
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Exercises Unit: Replenishment Strategies Topic: Manual KANBAN (optional exercises)
At the conclusion of these exercises, you will be able to:
create a control cycle for manual KANBAN.
trigger replenishment with manual KANBAN
The PC component T-B8## (CD-ROM, with label) is staged on production line T-L1## using KANBAN. The supply source is person responsible L6. Replenishment is to take place using manual KANBAN.
Optional exercises (these are not a part of the standard course). 2-1
Now create a control cycle for PC assembly T-B8## (CD-ROM drive with label) in supply area T-P1##. You are already familiar with the menu path. Material: T-B8## Plant: 1200 Supply area: T-P1## Number of kanbans: 5 Quantity per kanban: 10 pieces. In in-house production, select strategy 0001 (manual KANBAN) for the replenishment strategy. The material is produced in the area of responsible person L6. As you initially want to organize replenishment with 4 containers, you must lock one of the containers. To do this, start from the control cycle and choose: Goto Kanbans Set the blocking indicator for one of the kanbans and choose Enter to confirm. Save the control cycle.
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2-2
Now go to the demand source view of the kanban board for supply area T-P1##. 2-2-1 You are already familiar with the menu path. Plant: 1200 Choose Supply area and then select T-P1##. In the kanban board, set all containers for material T-B8## to EMPTY. Branch directly from the kanban board into the stock/requirements list for this material. 2-2-2 Were replenishment elements created by setting the kanbans to EMPTY? ______________________________________________________ 2-2-3 Now consider the stock situation for assembly T-B8## and its component TTC## in the stock/requirements list: To do so, select the control cycle for material T-B8## in the kanban board and choose: Goto Stock/requirements list Choose Refresh. 2-2-4 What is the available quantity of assembly T-B8## at storage location PL01? What is the available quantity of component T-TC## at storage location PL06 (the component T-TC## is a component of assembly T-B8##)? ______________________________________________________
2.3
In the kanban board, set one container for material T-B8## to FULL. 2-3-1 Consider the stock situation for assembly T-B8## and component T-TC## again. What is the available quantity of assembly T-B8## at storage location PL01. What is the available quantity of component T-TC## at storage location PL06? ______________________________________________________ ______________________________________________________
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Exercises Unit: Replenishment Strategies Topic: KANBAN with planned orders (repetitive manufacturing) At the conclusion of these exercises, you will be able to:
trigger replenishment with KANBAN with planned orders
The PC component T-B7## (processor coolant unit) is staged with KANBAN on production line T-L3## and produced on production line T-L5##. The supply source is person responsible L5. Replenishment is to take place with run schedule quantities (planned orders with the order type PE). 3-1
Now go to the demand source view of the kanban board for supply area T-P3##. 3-1-1 Branch from the kanban board to the control cycle, by double clicking on the row for material T-B7## (processor coolant unit). Alternatively, you can select the row for material T-B7## and then choose the following menu path: Goto Display control cycle
Who is responsible for the replenishment of the material? ______________________________________________________ 3-1-2 In the kanban board, set two kanbans for PC component T-B7## (processor coolant unit) to EMPTY. Examine the result in the stock/requirements list. Which replenishment elements were created by setting the kanbans to EMPTY?
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______________________________________________________ Branch from the stock/requirements list to the first planned order by doubleclicking it. Choose the Display icon, then Components overview. Which components are required for the production of assembly T-B7##? ______________________________________________________ 3-1-3 Now consider the stock situation for assembly T-B7## and its component TT8## in the stock/requirements list: To do so, select the control cycle for material T-B7## in the kanban board and choose: Goto Stock/requirements list Choose Refresh. What is the available quantity of assembly T-B7## at storage location PL03? To display the stock situation for components T-T8## and T-T9##, enter the material numbers of the components, one after the other in the field Material and each time choose Enter. What is the available quantity of the components at storage location PL05? ______________________________________________________ 3-1-4 The supply source has filled the requested kanban Now set one container to FULL for material T-B7## in the kanban board. What happens? ______________________________________________________
3-2
Now create the missing product cost collector for material T-B7##: Menu path: Logistics Production Kanban Environment Repetitive Manufacturing Master Data Product Cost Collector Collective Entry Plant: 1200 Material: T-B7## Order type: RM01 (Product cost collector) Choose Execute.
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Choose Back twice.
3.3
Now set the second container to FULL. 3-3-1 Now try to set the second container to FULL for material T-B8## (supply area T-P3##) in the kanban board. Kanbans with errors are discussed in the unit Error Processing. Now look at the requirements situation again for assembly T-B7## at storage location PL03 and its components T-T8## and T-T9## at storage location PL05 in the stock/requirements list: How have the available quantities changed after the backflush? ______________________________________________________
3.4
Another container is empty. 3-4-1 In the kanban board, set another kanban to EMPTY for PC component T-B7## (processor coolant unit). 3-4-2 The supply source has now filled the requested kanban. However, due to scrap, only 19 assemblies instead of 20 were produced for material T-B7##. Despite this, 20 pieces of component T-T8## and 21 pieces of component TT9## have been consumed. Enter this data, by carrying out the backflush: Menu path: Logistics Production Kanban Control Backflush Material: T-B7## Plant: 1200 Choose Enter. Select the first kanban that you want to backflush, with the indicator Backflush. For the first kanban, enter the quantity to backflushed as 19 pieces for the assembly T-B7## in the column Actual quantity. As you also want to branch to the component processing to post excess component consumption, select the indicator Components. Choose Save. The system takes you to the component processing. In the following component processing, correct the quantity for the component T-T8## to 20 pieces as well as component T-T9## to 21 pieces.
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Save the backflush.
3-5
Now go to the demand source view of the kanban board for supply area T-P3##.
3-5-1 What status does the kanban have after the backflush? ______________________________________________________ 3-5-2 What is the actual quantity of the full kanban for material T-B7## ? To find this information, double-click on the kanban in the kanban information. ______________________________________________________ 3-5-3 Now look at the requirements situation again for assembly T-B7## and its components T-T8## and T-T9## in the stock/requirements list: How have the available quantities changed after the backflush? ____________________________________________________________
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Exercises Unit: Replenishment Strategies Topic: Stock transfer with reservation, direct transfer posting At the conclusion of these exercises, you will be able to:
trigger replenishment using KANBAN with stock transfer
The PC component T-T8## (aluminum heat sink) and T-T9## (cooling fan) are staged with KANBAN on production line TL5## in supply area T-P5##. Replenishment is to be carried out using the replenishment strategies Stock transfer with reservation or Direct transfer posting from the material storage location. 4-1
You have already created the supply area and both control cycles in one of the previous exercises. Therefore you can immediately access the demand source view of the kanban board for supply area T-P5##. 4-1-1 From the kanban board, display the stock/requirements list for the PC components T-T8## and T-T9##: Note the available quantities of both components T-T8## and T-T9## at storage location PL05 and in general stock. T-T8##:
Loc.PL05:
General stock:
T-T9##:
Loc.PL05:
General stock:
4-1-2 Return to the kanban board and set one kanban to EMPTY for both materials (T-T8## and T-T9##). 4-1-3 Return to the stock/requirements list of both materials.
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Note the available quantities of both components at storage location PL05 and at general stock: T-T8##:
Loc.PL05:
General stock:
T-T9##:
Loc.PL05:
General stock:
4-1-4 Where are the differences for both materials? ______________________________________________________ 4-1-5 Note the number of the stock transfer reservation for material T-T8##: ______________________________________________________ 4-1-6 Material T-T8## is staged using the replenishment strategy Stock transfer with reservation. Therefore, carry out the transfer posting for the reservation in Inventory Management manually: Menu path: Logistics Material Management Inventory Management Goods Receipt Transfer Posting Transfer posting Create w. reference To reservation In the Reservation field enter the number of the stock transfer reservation you noted above. Choose Enter. Save the transfer posting and confirm the following dialog box with Enter. How has the situation changed in the stock/requirements list changed? ______________________________________________________
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Exercises Unit: Replenishment Strategies Topic: KANBAN with MRP – replenishment with summarized JIT call At the conclusion of these exercises, you will be able to: trigger replenishment using KANBAN with MRP (replenishment with summarized JIT call)
The PC component T-T7## (BIOS) is now to be staged in supply area T-P3## on production line T-L3## using KANBAN with MRP (replenishment with summarized JIT call). In this case the vendor receives a forecast of possible future requirement quantities by schedule lines in MRP. However, the replenishment elements created in the planning run, however, are not intended to trigger replenishment directly. Instead, they exist to provide the supply source with a forecast. A delivery-relevant summarized JIT call is not created until the kanban is set to EMPTY. The material flow is controlled by setting kanbans to FULL and EMPTY. 5-1
Create a new scheduling agreement for vendor 2 (you could also extend the scheduling agreement you have already created by adding an item): Menu path: Logistics Material Management Purchasing Outline Agreement Scheduling Agreement Create Vendor Known Vendor: 2 Contract type: LP Purchasing organization: 1000 Purchasing group: 007 Choose Enter. This takes you to the header of the scheduling agreement. Run time end: End of next year Choose Enter.
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Material: T-T7## Target quantity: 2000 pieces Plant: 1200 Storage location: PL03 (to see this column you have to scroll to the right) Select item 10 and choose Item Details Tax code: VN Set the indicator unlimited (below left). Choose Enter. Select the item 10 and choose Item More functions Additional data In the field Kanban indicator, choose the entry Y (scheduling agreement for summarized JIT calls).
5.1.1
Why do you have to specify the receiving storage location and the plant in the scheduling agreement item? Save the scheduling agreement and note the number, which is displayed in the status line in the lower part of the screen: ____________________________________________________________
5-1-2 Section 5-1-2 is carried out by the instructor, in order to demonstrate a valid message condition maintenance for all course participants. Course participants do not carry out exercise 5-1-2. Course participants continue directly with exercise 5-2. Note: The message conditions/message determination is not a part of the standard course. Here, the necessary data is maintained, simply to be able to complete the entire process. Menu path: Logistics Production KANBAN JIT Call Message Conditions Create Output type: MAFO (summarized JIT call print form) Choose Enter. In the following dialog box select the key combination Plant/JIT call profile (JC prof.) /Vendor. Choose Enter. Plant: 1200 JIT call profile: 0001 Vendor: 2 (C) SAP AG
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Partner function: VD (Vendor) Medium: 1 (print output) Time: 4 (dispatch immediately (on saving the application) Language: EN (English) Select the rows and press the button Communication. In the following screen choose: Printer: LP01 (Dummy printer) Select the indicator Print immediately. Choose Save.
5-2
So that MRP can directly create schedule lines as a forecast, the scheduling agreement has to be entered in the source list. Therefore, maintain a source list entry for material T-T7## and the scheduling agreement item, which you have just created. Menu path: Logistics Material Management Purchasing Master Data Source List Maintain Material: T-T7## Plant: 1200 Choose Enter. Valid from: today Valid to: End of next year Contract and item: Enter the number of the scheduling agreement item (noted above) (scheduling agreement and item number) Source list use in MRP (Field MRP): 2 Save the source list entry.
5-3
In this exercise scheduling agreement schedule lines are to be created by MRP (not by KANBAN) for the PC component T-T7## in supply area PVB T-P3##. Therefore you must set your system so that material T-T7## at storage location PL03 (to which PVB T-P3## belongs) is taken into account by MRP : Menu path: Logistics Materials Management Material Master Material Master Change Immediately Material: T-T7## Choose Enter. Select MRP 4. Choose Enter.
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Plant 1200 Storage location PL03 Choose Enter. In the field MRP indicator choose the entry ‘Blank’ (warehouse stock is planned on plant level). Save the material master.
5-4
Now change the control cycle for material T-T7## in supply area PVB T-P3##: Change the replenishment strategy by choosing New strategy. Use F4-Help in External procurement to display the strategies available. 5-4-1 Which replenishment strategies can you use? ______________________________________________________ 5-4-2 Why are the other external procurement strategies for KANBAN without MRP not displayed? ______________________________________________________ Select strategy 0007 (summarized JIT call without grouping). Choose Enter. Enter the scheduling agreement you created above in the field Contract. Choose Enter. On the tab page Flow control select the JIT call profile 0001. Save the control cycle.
5-5
Create the planned independent requirements for the PC assembly T-B5## (motherboard). The component used above T-T7## (BIOS) is part of this motherboard. Menu path: Logistics Production Production Planning Demand Management, Planned Independent Requirements Create Material: T-B5## (not T-T7##) Plant 1200 Planning period: W (week) Choose Enter. In the next screen, choose the tab Schedule lines. Enter the following planned independent requirements using the period indicator W
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(week). Choose Enter to confirm any warning messages. D W W W W W W
Requirements Date This week + 1 week This week + 2 weeks This week + 3 weeks This week + 4 weeks This week + 5 weeks This week + 6 weeks
Planned Quantity 100 pieces 130 pieces 130 pieces 165 pieces 170 pieces 165 pieces
Save the planned independent requirements. Choose Enter to confirm any warning messages.
5-6
MRP should provide a forecast of possible future requirements using schedule lines. Now carry out MRP for the PC component B5## (motherboard): Note: If purchase orders should still exist for component T-T7## (BIOS), from a previous exercise in the stock/requirements list, delete these before carrying out MRP for assembly T-B5## (motherboard). Menu path: Logistics Production MRP Planning Single-Item, Multi-Level Material: T-B5## (not T-T7##) Plant 1200 Choose Enter twice.
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5-7
Check the MRP result for component T-T7## (BIOS) and T-B7## (processor coolant unit). Both components are recorded in the BOM of assembly T-B5## (motherboard). Menu path: Logistics Production KANBAN Evaluations Stock/Requirements list What planning differences exist between materials T-T7## (BIOS) and T-B7## (processor coolant unit) at storage location PL03? ____________________________________________________________
5-8
Now go to the demand source view of the kanban board for supply area T-P3##: In the kanban board set 2 containers for material T-T7## (BIOS) to EMPTY. Does setting the kanbans to EMPTY have any effect on the stock/requirements list in this case? Is a replenishment element created by setting the kanbans to EMPTY? ____________________________________________________________ Double-click the empty container and select Display replenishment in the following dialog box. Write down the number of the summarized JIT call: ____________________________________________________________
5-9
In the kanban board, set one container for material T-T7## (BIOS) to FULL. What effects does this have on the stock/requirements list? ____________________________________________________________
5-10
Now post a manual goods receipt for 20 pieces for component T-T7## (BIOS). 5-10-1 Menu path: Logistics Production KANBAN JIT Call Goods Receipt
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JIT call number: Enter the JIT call number above. Choose Enter to confirm any information messages. Choose Enter. Choose Save.
5.10.2 Now go to the demand source view of the kanban board for supply area TP3##. Has the status of any kanbans changed? ______________________________________________________ 5.10.3 Branch directly from the kanban board into the stock/requirements list. What has changed in the stock/requirements list? ______________________________________________________
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5.42 Replenishment Strategies Solutions Unit: Replenishment Strategies Topic: KANBAN with scheduling agreement schedule lines
1-1 1-1-1 The plant and storage location must be specified in the scheduling agreement item, because the goods receipt will take place in this storage location in the plant.
1-2 1-3 1-3-1 A total of 5 scheduling agreement schedule lines are created each with 20 pieces. On today’s date there is 0 available.
1-4
The available quantity for material T-TC## at storage location PL06 has increased by two kanban quantities (40 pieces in total). In addition, two schedule lines can no longer be seen.
1-5
The available quantity for material T-TC## at storage location PL06 has increased by 18 pieces.
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Solutions Unit: Replenishment Strategies Topic: Manual KANBAN (optional exercises)
2-1 2-2 2-2-1 2-2-2 In manual KANBAN, the system does not create a replenishment element when the demand source sets the kanban to EMPTY. Only the information that a material is to be produced is created (such as printing a kanban card). The supply source receives the information either via the kanban (card) or via the kanban board. The supply source produces the kanban quantity without replenishment elements in the system. 2-2-3 2-2-4 The available quantity of assembly T-B8## is 0 pieces. You should have some available quantity of assembly T-TC## based on the last exercise, the exact quantity is not important as long as it is greater than 10 pieces.
2-3 2.3.1
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Solutions Unit: Replenishment Strategies Topic: KANBAN with planned orders
3-1 3-1-1 The person responsible L5 is responsible for replenishment. 3-1-2 When the kanban is set to EMPTY, a planned order is created for the kanban quantity. Which components are required for the production of assembly T-B7##? Components T-T8## and T-T9## are required for production of the assembly.
3-1-3 T-B7##: 100 pieces at storage location PL03 T-T8##: 100 pieces at storage location PL05 T-T9##:100 pieces at storage location PL05 3-1-4 The container obtains status ERROR, as a product cost collector does not exist for material T-B7##. Reason: When the kanban is set to FULL, the goods receipt is posted automatically. In KANBAN with planned orders (repetitive manufacturing), the final backflush corresponds to the repetitive manufacturing backflush, which contains the goods issue postings and the production activities posting. The material costs and production activities cannot be posted, however, if a product cost collector does not exist. You can create a version-specific product cost collector or a cross-version product cost collector for material T-B7##. 3-2 3-3
T-B7##: 120 pieces at storage location PL03 T-T8##: 80 pieces at storage location PL05 T-T9##:80 pieces at storage location PL05
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3-4-1 3-4-2
3-5 3-5-1 After the backflush the kanban has status FULL. 3-5-2 The actual quantity of the full kanban is 19 pieces. 3-5-3 Yes, the T-B7## has increased by 19 and the components have been reduced by the acutal amount used.
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Solutions Unit: Replenishment Strategies Topic: Stock transfer with reservation, direct transfer posting
4-1 4-1-1 Quantity in plant stock = 100 for both materials, PL05 stock varies. 4-1-2 4-1-3 T-T8##: Plant or Pl05 stock has not changed yet, but reservations and transfers exist. T-T9##: General stock went down by 50 and PL05 went up by 50. 4-1-4 For material T-T9## a stock transfer reservation is created as a planned receipt at production storage location PL05 when the kanban is set to EMPTY. In addition, a material reservation is created as a planned issue for replenishment storage location 0001 (material storage location). The stocks remain unchanged. For material T-T9## there are no receipt or issue elements. By emptying the kanban, a direct stock transfer is carried out: the material is posted from the plant stock to the warehouse stock PL05, which is planned separately. 4-1-5 4-1-6 With manual posting you can change the quantity or enter a batch. How has the situation changed in the stock/requirements list changed? T-T8##: The storage location PL05 stock increased by 50 and general plant stocks were reduced by 50, and the reservation was removed from the list.
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Solutions Unit: Replenishment Strategies Topic: KANBAN with MRP
5-1 5-1-1 As the schedule lines for this scheduling agreement are created by MRP and not by KANBAN, the scheduling agreement item cannot have a kanban indicator. 5-1-2 The plant and storage location must be specified in the scheduling agreement item, because the goods receipt will take place in this storage location in the plant.
5-2 5-3
5-4 5-4-1 You can only select replenishment strategy 0006 (container control/planning with MRP) or 007 summarized JIT calls (without summary). 5-4-2 Because you set the MRP indicator Blank in the material master for the material at the storage location, for which a control cycle was created.
5-5 5-6
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5-7
Material T-T7## is now not excluded from MRP at storage location PL03. The stock at storage location PL03 is now planned along with the rest of the plant stock. Therefore, schedule lines for storage location PL03 have already been created in the planning run for material T-T7##. However, material T-B7## is excluded from MRP at storage location PL03. The system displays dependent requirements in storage location PL03, however they are not included in the planning run. Here, replenishment is not triggered until a kanban is set to EMPTY. As you set a kanban for material T-B7## to EMPTY in a previous exercise, there is already a planned order for one kanban quantity.
5-8
Setting the kanbans to EMPTY does not have an effect on the stock/requirements list. When kanbans are set to EMPTY, the system only creates the information that the material is to be delivered (such as by printing a kanban card).
5-9
By setting the kanban to FULL, the system posts a goods receipt for the scheduling agreement item for the kanban quantity. Note: With the replenishment strategy KANBAN with MRP, it is not usually possible to link setting the kanban to FULL with the goods receipt posting. Exceptions: When using schedule lines and planned orders (with run schedule headers).
5-10 5-10-1 5-10-2 The kanban was set to FULL. 5-10-3 At storage location PL03, a goods receipt for the scheduling agreement item was posted for the kanban quantity, as a result of the goods receipt posting to the JIT call number. The schedule line was also reduced by this amount.
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6 Kanban Calculation: Contents
Automatic kanban calculation
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6.2 Kanban Calculation: Unit Objectives
At the conclusion of this unit, you will be able to: Calculate the number and quantity per kanban
on the basis of the requirements situation. In addition, you can adjust the number and
quantity per kanban to suit an irregular requirements situation.
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6.3 Overview Diagram 6
11
Kanban Calculation
Introduction KANBAN Overview
22
Master Data
33
44
77
88
General Procedure
Special Procedures
Error Processing
99
Evaluations
55 Replenishment Strategies
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6.4 Kanban Calculation: Business Scenario
The requirements situation in your company is
irregular. To guarantee low stocks of material you have
to check and adjust the number of kanbans and the quantity per kanban on a regular basis. The aim is to guarantee material replenishment
with the lowest possible inventory. Therefore, you must choose the optimal
number of kanbans and quantity per kanban.
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6.5 Kanban Calculation
Demand source
Supply source
Supply area
Control cycle
No. of kanbans in control cycle? Quantity per kanban in control
to fulfill requirements
cycle?
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Use: To guarantee low stocks of material with sufficient security of suppy, the number of kanbans and the quantity per kanban must be chosen carefully. As the inventory situation in many branches of industry fluctuates considerably, it is necessary to check and adjust these parameters on a regular basis. Scope of function: If you use the automatic kanban calculation, the system can create proposals for the number of kanbans and the quantity per kanban. The proposals are created on the basis of the dependent requirements, that can come either from MRP or from long-term planning. Activities: The kanban calculation can be triggered per control cycle (Kanban calculation button in the control cycle). In addition, you can use the transactions Create proposal / Check proposal for a mass calculation for several control cycles. The kanban calculation process can be divided into the following steps: Long-term planning/MRP: Implementation of MRP or long-term planning for creating planned orders and dependent requirements Transaction Create proposal: Determine dependent requirements per control cycle Smoothing dependent requirements per control cycle Conversion of the dependent requirements to the time unit of the replenishment time Calculation of the number of kanbans /quantity per kanban Saving the change proposal
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Transaction Check proposal : Display the change proposal Additional evaluations (optional) Change the control cycle If the number of kanbans is to be reduced, the corresponding kanbans are locked according to the lock logic (in Customizing for KANBAN under Kanban calculation).
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6.6 Dependent Requirements as a Basis for the Kanban Calculation Planned independent requirements / sales order Planned order
Sim. planned order
Dependent rqmt Planned order
Sim. dependent rqmt K1 Sim. planned order
Dependent rqmt K1 Planned order Kanban calculation for control cycle K1 with dependent requirements from MRP.
K...
K2
Sim. dependent rqmt K3 Sim. planned order
Kanban calculation for control cycle K3 with simulative dependent requirements from long-term planning. Replenishment with MRP
Replenishment with KANBAN (KANBAN without MRP)
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The automatic kanban calculation is created on the basis of dependent requirements. There are three different cases: Above the kanban material, for whose control cycle you are carrying out the kanban calculation, replenishment takes place via MRP. In this case there are dependent requirements for the kanban material, which come from planned independent requirements or sales orders of the finished product. In this case you can carry out the kanban calculation on the basis of dependent requirements from MRP. Above the kanban material, for whose control cycle you are carrying out the kanban calculation, replenishment also takes place via KANBAN (with replenishment strategy 'KANBAN without MRP'). Since MRP terminates with kanban materials, there are, in this case, no dependent requirements for the kanban material, which come from planned independent requirements or sales orders of the finished product. Therefore, you must plan the finished product with long-term planning. Long-term planning is a simulative requirements planning. You can also create simulative dependent requirements with it, as well as simulative planned orders throughout the entire BOM. These simulative dependent requirements and planned orders are not visible in operative planning, they simply exist in a simulative long-term planning scenario. In this case you can carry out the kanban calculation on the basis of simulative dependent requirements of a long-term planning scenario.
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You can also use long-term planning if replenishment takes place via MRP above the kanban material. This is used if you want to carry out the kanban calculation on the basis of a simulation planning. For more information on long-term planning, see the SAP Library.
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6.7 Smoothing Dependent Requriements for Kanban Calculation Quantity
Dependent rqmt Non working time
Distribution key (e.g. equal distribution) Smooth all dep. reqmts acc. to distribution key (smoothing type 2)
Smooth all dependent requirements in a week (smoothing type 1) Time
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The automatic kanban calculation is created on the basis of the dependent requirements, that can come either from MRP or from long-term planning. The dependent requirements dates are scheduled in MRP/long-term planning at the order start date of the order because of the assumption that all components have to be at the beginning of the order. That is, the components and their requirements date are on a specific day, although the requirements source is produced over a period (often several days). In KANBAN, you can usually take for granted that not all components have to be provided at the same time for the start date of the order. Therefore, it may be necessary to smooth the dependent requirements before calculating the control cycles. For smoothing the dependent requirements you can choose between two smoothing types (definition in Customizing for KANBAN and assignment in the control cycle): 1.: Dependent requirements in one week are distributed evenly over the week. Then it is not necessary to carry out the kanban calculation for every day but for every week. This type of smoothing is particularly useful if you plan on a weekly basis. 2.: Dependent requirements are distributed between the dependent requirements date (corresponds to the start date of the requirements source) and the latest dependent requirements date (corresponds to the end date of the requirements source) using a distribution key. This process is more performance intensive than the weekly distribution. In this procedure, the system finds the distribution key either from the BOM item of the individual dependent requirements or if it has been defined centrally for the
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kanban calculation in Customizing for KANBAN (calculation profile) and assigned to the control cycle. Here, equal distribution usually makes most sense.
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6.8 Supply Area Determination Procedure Scenario: Dependent requirement Component D
Question: For which supply area?
A B
C
D
Supply area from BOM item for component D
BOM
Strategy for supply area determination by MRP group in material master material A A B
C
D
A
Material master material D: supply area
B
Indicator = 1 in MRP group for material A: supply area from material master for component D
C
D
Production version Material A: Proposed supply area
Indicator = 2 in MRP group for material A: proposed supply area from production version for assembly A
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Use: In the BOM explosion, the system's first priority is to post the components from the issue storage location, which is maintained in the BOM item of the component (field Production storage location). If a storage location has not been entered in the BOM item, the MRP group of the assembly decides whether the issue storage location is used from the material master of the component or the production version of the assembly (strategy for production storage location selection). This strategy is defined per MRP group in Customizing for repetitive manufacturing under Storage location and supply area determination. Storage location selection = 1: System reads the production storage location in the material master of the components as the issue storage location. This procedure is used if there is a specific storage location for each component in the plant. Storage location selection = 2: The proposed issue storage location in the production version (of the assembly or finished product produced) is used as the issue storage location for all components. If the proposal withdrawal location has been maintained in the production version, the system uses the assembly's receiving storage location as the withdrawal storage location for all components. You can define the receiving storage location in the production version of the assembly in field GI proposed stor. loc. or in the material master record of the assembly in field Issue stor.location. If neither of these entries has been maintained, you can enter the receiving storage location in the backflush transaction in Repetitive Manufacturing which is then used as the withdrawal storage location for the components. You should use indicator 2 when all components lie together in one storage location close to the production line where they are required.
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Storage location selection =3: As for indicator 1. If it cannot find a storage location, it proceeds as described for indicator 2. Storage location selection =4: as for indicator 3, but with reversed sequence. If a MRP group has not been maintained for the assembly/finished product, the entry in the field Production storage location from the material master of the component, is read as the issue storage location for all components.
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6.9 Formula for the Automatic Kanban Calculation
( K - 1 ) x Cont = AC x RT AC x RT K = -------------------- + 1 Cont Safety factor AC x RT K = -------------------- SF + Cont
K Cont RT AC
C
Constant
No. of kanbans Quantity per kanban Replenishment time per kanban (from control cycle or material) Average consumption per unit of time (from dependent reqmts)
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Calculation type “Number of kanbans”: If the material of the first kanban has been consumed, then the remaining material quantity [(number of kanbans - 1) x quantity per kanban] has to be sufficient to cover the material requirement, until the material has been replenished for this kanban. Therefore this remaining material quantity must equal the consumption in the replenishment lead time of a kanban [AC x RT]. In addition, fluctuations in the replenishment lead time and in the consumption must be considered in the Safety factor. The safety factor is specified in the control cycle (default value 1). Depending on how KANBAN is used in production, you set the constant in the following way: If a kanban is reported EMPTY when the kanban is completely empty, the constant is set to '1'. If the kanban is set to EMPTY when the first part is withdrawn, then the constant is 0. The constant is specified in the control cycle (default value 1). If the number of kanbans is constant (2, for example), then the quantity per kanban can also be calculated (calculation type 'quantity per kanban'). To calculate control cycles you need to know about material requirements on control cycle level.
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6.10 Automatic Kanban Calculation
Kanbans
Requirement 11,2
5
8,4
4
5,6
3
2,8
2
Time
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If you use the automatic kanban calculation, the system can create proposals for the number of kanbans and the quantity per kanban. As in the analysis period a different number of kanbans can be necessary every day, the system saves the following three values: the next change, which is necessary for data the maximal number of kanbans, which is necessary in the analysis period is, as well as the minimum number of kanbans, which is necessary in the analysis period. As it is not always of use to simply adopt these values blindly, you can display the requirements run in a graphic. Prerequisites for the automatic kanban calculation: You must maintain the default values for the automatic kanban calculation in the control cycle. If necessary, you must maintain the authorization profiles in Customizing for KANBAN (if the dependent requirements are to be smoothed or if you want to maintain work time). You must assign the supply areas to the BOM items (either via the production version or by entering the supply area in the material master or in the BOM status long-text tab) as the system only includes dependent requirements that refer to a supply area. If necessary, you must maintain the detailed dependent requirements selection in the control cycle.
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6.11 Quantity per Kanban / Number of Kanbans
Consumption in the replenishment lead time of a kanban = 100 pc Quantity per kanban = 100 pc 100 pc. No. of kanbans = 2 = ---------------- + 1 100 pc.
Maximum stock: 200 pc. Transport/ setup effort: low
Quantity per kanban = 10 pc. 100 pc. + 1 No. of kanbans = 11 = ---------------10 pc.
Maximum stock: 110 pc. Transport/ setup effort: high
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The quantity per kanban is the lot size, in which the material is replenished (produced, transported). The example above shows how the system calculates the number of kanbans in the replenishment lead time for a specified rate of consumption using different quantities per kanban. In the first example, a maximum stock level of 200 pieces is calculated (2 kanbans each containing 100 pieces). The transport or setup effort is mimimal. In the second example, a maximum stock level of 110 pieces is calculated (11 kanbans each containing 10 pieces). The transport or setup effort is higher, however. Smaller quantities per kanban reduce the average stock in circulation but increase setup, transport, and monitoring effort. If the replenishment lead time per kanban is shorter when using smaller lots, the number of kanbans can be reduced further. Larger quantities per kanban increase the average stock in circulation but decrease setup, transport, and monitoring effort.
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6.12 Kanban Calculation: Summary
Automatic kanban calculation
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6.13Kanban Calculation Exercises Unit: Kanban Calculation Topic:
At the conclusion of these exercises, you will be able to:
calculate the number and quantity per kanban on the basis of the requirements situation
in addition, you can adjust the number and quantity per kanban to suit an irregular requirements situation.
The PC component T-T7## (BIOS) is staged with KANBAN on production line T-L3##. To guarantee low stocks of material you want to check and adjust the number of kanbans and the quantity per kanban of a regular basis.
1-1
Now carry out the kanban calculation in the control cycle for PC component T-T7## (BIOS). Menu path: Logistics Production KANBAN Control Cycle Create Material: T-T7## Plant: 1200 Supply area: T-P3## Maintain the parameters for the kanban calculation: Calculation type: 1 (calculation of number of kanbans) Authorization profile: 0001 Choose Enter. Select the kanban calculation icon to carry out the calculation on the basis of the dependent requirements in MRP for component T-T7##. Evaluation from: next Monday Evaluation to: today + 6 weeks Choose Enter and the number of kanbans required is displayed.
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To which number of kanbans should the control cycle be corrected in a few weeks? ____________________________________________________________ However, do not change the number of kanbans yet. Save the control cycle, which now contains parameters for the kanban calculation (authorization type, calculation profile).
1-2 Optional Exercises (if sufficient time is available) Now change the planned independent requirements for assembly T-B5## (motherboard) to study the effects of the kanban calculation for component T-T7## (BIOS). Menu path: Logistics Production Production Planning Demand Management Planned Independent Requirements Change Material: T-B5## (not T-T7##)
Plant 1200 Choose Enter. In the next screen, choose the tab Schedule lines. Change the planned independent requirements as follows: Choose Enter to confirm any warning messages. D W W W W W W
Requirements Date This week + 1 week This week + 2 weeks This week + 3 weeks This week + 4 weeks This week + 5 weeks This week + 6 weeks
Planned Quantity 100 pieces (no change) 130 pieces (no change) 130 pieces (no change) 205 pieces 190 pieces 195 pieces
Save the planned independent requirements. Choose Enter to confirm any warning messages.
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1-3
Now, carry out the planning run for the PC assembly T-B5## (motherboard). The planning run creates a new dependent requirements situation for the KANBAN component T-T7##. Menu path: Logistics Production MRP Planning Single-Item, Multi-Level Material: T-B5## (not T-T7##) Plant 1200 Choose Enter twice.
1-4
Carry out the kanban calculation again for PC component T-T7## (BIOS). This time use the mass kanban calculation in the KANBAN menu: 1-4-1 Menu path: Logistics Production Kanban Control Cycle Kanban Calculation Create Proposal Plant: 1200 Date from: Next Monday Date until: Today + 6 weeks Material: T-T7## Choose Execute and then confirm the dialog box with Enter.
1-4-2 Return to the KANBAN menu and choose: Control cycle Kanban calculation Check proposal Plant: 1200 Material: T-T7## Choose Enter and the system displays the results of the kanban calculation. On which date will the previous number of kanbans no longer be sufficient? According to the calculation, how many kanbans are required in the control cycle at the next change? ______________________________________________________ As it is not always of use to simply accept these values blindly, you can display the requirements run in a graphic. Decide in the graphic whether the proposed number of kanbans is acceptable for the next change. (C) SAP AG
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To do this, choose the Graphic key. Evaluation from: next Monday Evaluation to: today + 6 weeks Choose Enter. After checking the graphic, how many kanbans are required in the control cycle at the next change? ______________________________________________________ Enter this number of kanbans in the table, in the field Number of new kanbans. By choosing Save, the system will automatically change the control cycle. To make sure that you do not change the control cycles too early, choose: Control cycle Kanban calculation Check proposal. Here you can specify any necessary time limits.
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6.14Kanban Calculation Solutions Unit: Kanban Calculation Topic:
1-1
The number of kanbans should be increased to 6 kanbans in a few weeks time.
1-2 1-3 1-4 1-4-1 1-4-2 On which date will the previous number of kanbans no longer be sufficient? According to the calculation, how many kanbans are required in the control cycle at the next change? You can see the date of the next necessary change to the control cycle in the field Date of next change of a kanban control cycle. At the next change the control cycle should be corrected to 8 kanbans.
After checking the graphic, how many kanbans should the control cycle be corrected to at the next change? At the next change the control cycle should be corrected to seven kanbans.
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7 Special Procedures: Contents
Cross-plant KANBAN Procurement and Withdrawal to Cost Center KANBAN with SD Delivery Separate Goods Receipt Independent Supply Source Define your own Status Sequences Define your own Activites at Status Change Quantity Signal Alternative Procedures for Triggering Replenishment Event-Driven KANBAN
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7.2 Special Procedures: Unit Objectives
At the conclusion of this unit, you will be able to: Adapt the kanban production procedure to suit
special requirements by making several settings in the control cycle and in Customizing.
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7.3 Overview Diagram 7
11
Introduction
Kanban Calculation
Master Data
44
7
Special Procedures
KANBAN Overview
22
33
66
88
General Procedure
Error Processing
99
Evaluations
55 Replenishment Strategies
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7.4 Special Procedures: Business Scenario
In your company, you have to adjust the
KANBAN procedure in the R/3 System to suit special requirements. You have to make settings in the control cycle
and in Customizing.
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7.5 Cross-plant KANBAN
...
Empty
Plant A (requesting plant)
Plant B (issuing plant)
Replenishment is triggered
Full Posts goods receipt in requesting plant A as well as backflush (goods issues) in issuing plant B
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Use: You also have the option of using KANBAN cross-plant for the replenishment strategies stock transfer and in-house production. In the case of in-house production you can trigger production directly in the production plant. Prerequisites: You create either an in-house production or a stock transfer replenishment strategy with the indicator From other plant. • You enter this replenishment strategy in your control cycle. • If you enter such a replenishment strategy, then you must also maintain the Issuing plant along with other entries at the supply source in the tab page Stock transfer or In-house production. Scope of function: • You trigger the production directly in the production plant, i.e. in the issuing plant. You post the goods receipt in the requesting plant and the goods issue and the backflush in the issuing plant. You can use this plant-to-plant process for all in-house strategies. • Stock transfer: You transfer your KANBAN material from plant to plant without having to create a stock transfer order. Again, you can use this cross-plant process for all in-house replenishment strategies.
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7.6 Procurement and Withdrawal to Cost Center: 1) Withdrawal
Replenishment is triggered Empty Supply source procures the kanban
Posts withdrawn materials from storage location to cost center
Full Posts goods receipt to storage location
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Use: You also have the possibility of procuring bulk material, which is not backflushed, via KANBAN. This bulk material is not contained in the assembly bill of material and cannot, therefore, be assigned to an assembly. For this reason you must post the costs for this bulk material to cost center as material overhead costs. If you use grease in your production, for example, you do not usually assign a certain consumption of grease to every assembly. In this case, grease is a bulk material and is posted to cost center. You have two options for this KANBAN process: • withdrawal to cost center • procurement to cost center Scope of function: Withdrawal to cost center: Here, on setting the kanban to FULL, the system posts the material initially to the storage location of the demand source (supply area). On setting the kanban to EMPTY the quantity available is then posted to cost center. The advantage of this procedure is that the warehouse stock in the production is available in the storage location and that the bulk material can also be procured by means of in-house production. However, with double posting the posting effort is larger than with consumption to cost center.
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7.7 Procurement and Withdrawal to Cost Center: 2) Procurement
Replenishment is triggered Empty Supply source procures the kanban Full Posts material directly to cost center
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Scope of function: Procurement to cost center: You can consume the material directly to cost center. In this case the system posts the material to cost center on setting a kanban to FULL. The material is not, therefore, available in the storage location. You can procure bulk material via KANBAN using external procurement and stock transfer (except with the replenishment strategy 'Replenishment from a WM warehouse with transfer requirements‘). The advantage of this procedure is that the posting effort is minimized. Prerequisites: •You have provided your material in the material master with the bulk material indicator. In this way you ensure that this material will not be backflushed. • You have created a replenishment strategy in Customizing for KANBAN that plans the procurement or the withdrawal to cost center. If applicable, you have defined the transaction type for the withdrawal to cost center yourself. • On creating the control cycle you have entered this replenishment strategy for the bulk material. • You have entered the cost center in the control cycle on the tab strip (tab page) Sequential control. With procurement to cost center via scheduling agreement or contract you do not have to enter a cost center on this tab strip, as the scheduling agreement or contract is already assigned to an account. The field Cost center is not ready for input in this case. With all other types of replenishment, however, you must enter a cost center here.
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7.8 KANBAN with SD Delivery (1) Kanban call from customer sets status to EMPTY and triggers replenishment Empty Supply source procures the kanban In Use
Full
Posts goods issue at delivery
Posts goods receipt to storage location (which in this case acts as a GI storage location) and creates delivery
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Use: Usually you supply your own production via KANBAN. Now you have the option of delivering a kanban directly to your customer via an SD scheduling agreement. In this process you receive a kanban call from your customer. First of all you procure the desired material via KANBAN from your goods issue storage location for example, and then you deliver it to your customer. Prerequisites: • You have created an SD scheduling agreement with a delivery block for the delivery due list (in the standard system SAP uses 08 'KANBAN delivery'). • You have created a replenishment strategy in Customizing for KANBAN that plans the process via KANBAN with SD. You can use this process for all replenishment strategies (external procurement, inhouse production and stock transfer). • You have created a KANBAN control cycle for this material with the above mentioned replenishment strategy and entered the scheduling agreement number and item in the control cycle under Process Control.
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7.9 KANBAN with SD Delivery (2)
EDI / IDOC
Paper
Kanban card
Determine SD sched. agrmt Determine control cycle
Alternatives (setting in Customizing)
GI Kanban to IN USE
Kanban to EMPTY
Delivery Kanban to IN USE
Delivery Kanban to FULL Kanban to FULL
Procurement: In-house production, external procurement, stock transfer
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Activities: 1.You receive a KANBAN call from the customer (by fax for example). 2. Starting from the main KANBAN menu, select Control Kanban signal Kanban call and enter either the scheduling agreement number or determine the scheduling agreement with the search criteria. In addition, enter the requested quantity. Save your entries. If you receive the message via EDI, then the system automatically determines the scheduling agreement and processes the requested quantity. 3. The system sets the kanban to EMPTY. 4. In this way the usual KANBAN process begins and the requested quantity is procured, depending on the replenishment strategy. 5. You set the kanban to FULL as soon as the kanban quantity has been procured. 6. The system posts the kanban quantity to the supply area, which you have entered in your control cycle and which serves, in this case, as a goods issue warehouse. 7. a) If you have selected the entry 'Delivery when stat.at FULL, GI when stat.at IN USE' in the field Kanban with SD (in Customizing for KANBAN in the replenishment strategies), then the system creates a delivery when a kanban is set to FULL. As soon as the kanban has status IN USE, the system posts the goods issue. b) If you have selected the entry 'Delivery when status at IN USE, GI manual' in the field Kanban with SD (in Customizing for KANBAN for the replenishment strategies), then the system does not create the delivery until the kanban is IN USE. The goods issue must be posted manually.
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7.10 Separate Goods Receipt
Empty
Demand source sets the kanban status
Supply source / central goods receipt posts quantities in Inventory Management Full
GR
The following are carried out separately: - goods receipt posting - setting the container to FULL
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You usually post the goods receipt and set the kanban status to FULL together. This means that when the status is changed (using the bar code scanner for example) the system automatically posts a goods receipt for the material in the background. The other way around is also possible - if a goods receipt is made for the kanban material, then the status is automatically set to FULL. However, in the control cycle, you can define that the goods receipt posting and the status change (kanban to FULL) are to be carried out independently of each other. This is particularly useful in the following situations: If the goods receipt for externally procured materials is posted in a central warehouse. If the goods receipt posting is automatically linked to the backflush (this is always the case in repetitive manufacturing). Here, for example, you can separate the backflush which is posted by the supply source from the status change which is changed by the demand source. If you use planned orders, manual KANBAN, and scheduling agreement schedule lines, you first have to post the goods receipt before the status can be set to EMPTY again.
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7.11 Independent Supply Source The kanban has status WAIT. The demand source therefore did not trigger replenishment itself. WAIT
2.
The supply source decides when to trigger replenishment (supply source sets kanban to EMPTY again).
Empty
3.
1. The demand source sets the kanban to EMPTY, however, the system first sets the status to WAIT.
Full Starting point
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If you want to trigger replenishment using KANBAN, the system creates the replenishment element (such as a planned order) when the status is set to EMPTY. However, you can also separate the status change to EMPTY and the signal for replenishment (independent supply source). If you have selected this option in the control cycle (indicator independent supply source), it is not the demand source but the supply source which triggers replenishment. The demand source sets the kanban to EMPTY. However, no replenishment element is created and the system sets the kanban to status WAIT. The supply source triggers replenishment for these kanbans in the kanban board (the supply source sets these kanbans to EMPTY) and thus creates the replenishment elements. The independent supply source thus determines the time of replenishment itself. In the control cycle you can maintain the maximum number of kanbans that can be empty, that is the maximum that can accumulate (field Maximum empty). If this limit is exceeded, replenishment must be triggered. When you reach the value limit, the supply source is given an exclamation mark in the kanban board. This procedure with "independent supply source" can only be used along with the kanban board. Examples: If you use production orders, the production orders with capacity loads and reservations are not created until they are actually required. A vendor delivers periodically and wants to collect all the new material requests at the time of delivery (purchase orders, kanban cards).
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If you use stock transfer with direct transfer posting, the delivering storage location controls the material posting.
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7.12 Defined Status Sequence
WAIT (initial) Empty
In process In transit
Full
In use
ERROR
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A status can be forbidden (here IN PROCESS). A status can be mandatory. A mandatory status must always be set. EMPTY and FULL are always mandatory. Here, IN TRANSIT is also mandatory. If you have not made any specifications, the system sets a planned status. However, you can manually skip these statuses. (Here, IN USE). The system skips any optional statuses. However, you can set these statuses manually. (Here,WAIT). If a kanban signal is triggered without the next status being specified, the system searches the next mandatory or planned status in the relevant status sequence. If the following status is entered, (for example in transaction Kanban signal), a planned status can be skipped and an optional signal can be used. If a status sequence has not been defined, then the sequence EMPTY and FULL is mandatory, and all others optional. The following statuses are available: 1. WAIT, 2. EMPTY, 3. IN PROCESS, 4. IN TRANSIT, 5. FULL, 6. IN USE, 7. ERROR. Signal lock in Customizing for KANBAN: You use the signal lock to determine a period (in minutes) in which the kanban signal is locked. If you re-trigger the kanban signal within this period, the system will not change the status. This guarantees that a kanban cannot be set to FULL and then inadvertently set to EMPTY again by a second signal.
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7.13 Define your own Status Activities
Post GR and print kanban
WAIT (initial) Empty
In process
User Exit (e.g. post stock in transit)
In transit
Full
ERROR
In use
!!!
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Define your own activities; for each status change you can define the activities goods receipt, printing a kanban and carrying out a user exit (transaction smod, enhancement MPK B0001, transaction se37: function module EXIT_SAPLMPKB_001). The activity Goods receipt can also be switched off at a status change. Application: KANBAN between two operations of an order. Example: Order with three operations: in this case a control cycle is created per operation (three control cycles in total). A separate supply area is created for each individual supply area. For the first two control cycles, manual KANBAN is chosen as the replenishment strategy. Here, a status sequence is defined, for which the goods receipt is not active. In the last control cycle the replenishment strategy KANBAN with planned orders is selected (however, no status sequence for which the goods receipt was deactivated. On setting the kanban to FULL the goods receipt is posted for the last control cycle. All control cycles work with the same material number.
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7.14 Quantity Signal
Full
Full
Full
10
10
10
Full
Full
In Use
10
10
7
Full
Full
Empty
10
10
0
Full
In Use
10
2
In Use
8
Empty
3 parts have been withdrawn
7 parts have been withdrawn
8 parts have been withdrawn
0
Empty Empty
0
Start with 3 full containers
0
4 parts have been withdrawn
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Instead of triggering the kanban signal by setting a kanban to EMPTY, you can withdraw quantities from kanbans in a control cycle using the quantity signal. Here, the system automatically sets the kanban to empty. The actual quantity is reduced by the quantity specified in the quantity signal. The system recognizes when the actual kanban quantity is zero and automatically sets the kanban to EMPTY. The first time a quantity is withdrawn from a container, the system sets the status to IN USE. If the withdrawal quantity exceeds the actual quantity of the kanban, the actual quantity of the next kanban is reduced. This means the system first reduces the kanbans with status IN USE, and then the kanbans that have had the status FULL the longest. Only the actual quantity of the kanban is updated when you use the quantity signal - no stock postings are carried out. The stock postings are carried out when the material is backflushed. The kanban is still set to FULL by setting the status to FULL. It is also possible to combine the kanban and the quantity signals.
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7.15 One-Card KANBAN
Full
Trigger quantity
1. Start with a full container
Kanban
Full
Full
2. A new container is requested - for status IN USE - for status WAIT - on reaching a trigger quantity
3. The new container arrives
4. First container is completely empty
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Use: If there is too little space available in production, to have two containers available at the demand source, then one-card KANBAN is useful. One of the purposes of this procedure is to create a one-card KANBAN system with two kanbans in a control cycle. As a kanban is set to the status WAIT for certain periods in a control cycle, you can further reduce the inventory level at the demand source - especially during periods when the material is not required. Here, replenishment is not triggered if this kanban is set to EMPTY. Instead, replenishment is triggered for a second kanban, if for the first one is set to IN USE or WAIT, or if the quantity in the first kanban falls below a defined trigger quantity. The new kanban is then delivered before the current kanban is completely empty. To be able to guarantee the replenishment of the kanban currently in use, two kanbans are active some of the time in the one-card system. Therefore, this procedure requires the use of at least two kanbans in the system. Therefore there are always at least two kanbans in the system. Prerequisite: Control cycle with several kanbans In the control cycle maintenance you must select one of the procedures in the field Trigger replenishment.
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7.16 Trigger Replenishment at Status IN USE
WAIT
1. Start with a full container
In Use
Empty
2. One new container is requested
In Use
Full
Full
Set to status IN USE
3. The new container arrives: set to FULL
Set to status EMPTY WAIT
Full
4. First container is completely empty (status WAIT is assigned automatically)
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After the first container is reported full, the system proceeds as follows: the second kanban retains the status WAIT. If a new kanban is requested, the system sets the full kanban to the status IN USE. The status change automatically changes the kanban with the status WAIT to the status EMPTY and replenishment is triggered. When this new kanban is delivered, it receives the status FULL. As soon as the kanban from which material is still being withdrawn is set to EMPTY, the system automatically sets it to status WAIT and the process is repeated. The container must be set to status IN USE, followed by status WAIT. The information on whether the container is completely empty is available.
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7.17 Trigger Replenishment at Status WAIT
Full
WAIT
1. Start with a full container
Set to status EMPTY
2. One new container is requested (status is automatically assigned)
WAIT
Empty
WAIT
Full
3. The new container arrives: set to FULL
WAIT
Full
4. First container is completely empty
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After the first container has been reported full, the logic proceeds as follows: if a new kanban is requested, then the full kanban is set to status EMPTY. The status change automatically changes the kanban with the status WAIT to the status EMPTY an replenishment is triggered. The kanban from which material is still being withdrawn receives the status WAIT. When the new kanban is delivered, it receives the status FULL and the process is repeated. Advantage: As opposed to the logic with the status IN USE, you do not have to work with an additional status here. Disadvantage: On the other hand, you have no possibility in the system of seeing whether a container is currently being emptied (status IN USE is not used). The information on whether the container is completely empty is available.
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7.18 Trigger Replenishment with Trigger Quantity
Full
WAIT
1. Start with a full container
Quantity Signal WAIT
Empty
WAIT
2. The first parts are withdrawn
3. One new container is requested because the trigger point was reached
Full
4. The new container arrives: set to FULL
Full
5. First container is completely empty
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The procedure here is similar to the previous procedures. However, the difference here is that the kanban is set to EMPTY when the remaining quantity in the kanban reaches or exceeds the trigger quantity. In this process, the parts are withdrawn with the quantity signal. In this case, you must maintain the trigger quantity as well as the logic in the control cycle. The withdrawal quantity can be either posted with the quantity signal, or alternatively using a PDC system. The status change to IN USE and WAIT is triggered by the quantity signal, as is replenishment for the second container. At GR for a container, the GR quantity must be greater than the trigger quantity. Disadvantage: Quantities must be reported individually with the quantity signal.
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7.19 Event-Driven KANBAN
Event Event
Create a kanban with status EMPTY and predefined quantity
Supply source receives request to deliver a kanban
Empty
Full
Material delivery: demand source sets status to FULL
The demand source sets the kanban to EMPTY: kanban is deleted
SAP AG 1999
Use: In event-driven KANBAN, material provision is not based on a predefined number of kanbans or a predefined kanban quantity (as in classic KANBAN). Instead, it is based on actual material consumption. The material is not continually provided and replenished at a supply area. It is only replenished when specifically requested. This procedure is especially useful if, for example, requirements for a particular material are irregular, but you still want to use the benefits of KANBAN to carry out replenishment with a simplified procedure. Prerequisite: You must maintain separate control cycles for event-driven KANBAN. In event-driven KANBAN, you can also use all the functions available in the KANBAN module. Activities: 1. With the transaction Event-driven KANBAN, or the pull list, one or more kanbans are created. The quantity or the number of kanbans depends on the required quantity and the specifications in the control cycle. A replenishment element is created for each kanban created depending on the strategy. 2. Replenishment is carried out. 3. The kanban is set to FULL and, if necessary, a goods receipt is posted. 4. When you set the kanban to EMPTY (for example, using either a bar code or the kanban board), the system deletes the kanban. 5. A new kanban is not created again until you retrigger the kanban signal using the function, Eventdriven kanban. Printing cards when triggering replenishment.
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7.20 Internet KANBAN
Confirmation of kanbans IN PROCESS
Information on EMPTY kanbans Customer with R/3 System
Vendor with Internet
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Using the Internet application component KANBAN, the vendor can request information about empty containers directly over the Internet. This type of replenishment transmission is an alternative to sending the vendor the kanban (i.e. the card) or giving the vendor kanbans for empty containers, if he or she delivers the requested containers. In addition, the vendor can confirm planned deliveries directly over the Internet. The Internet application component is a specific view of the kanban board, tailor-made for the vendor's requirements. Prerequisites: The user, who is to check and refill the product stock, must have authorization for access to the following data: authorization object F_LFA1_APP (vendor: application authorization) Internet User:To begin the application component in the Internet, the following prerequisites are necessary: The vendor must be entered in the vendor master of the SAP customer system. The vendor requires an Internet user master record of user type BUS1008 and a password in the SAP customer system. Using transaction SU05 you can create, change and delete passwords for Internet users. To clearly identify the vendor, enter the object type BUS1008 next to the vendor number. For more information, see the KANBAN documentation.
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7.21 Internet KANBAN Screen Print
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If you use the Internet application component KANBAN, the vendor receives an overview of all control cycles for which he has to deliver materials (to restrict the number of control cycles displayed, various selection criteria are offered). This overview contains the following data per control cycle in the standard system: Material number: the system either displays the customer system's material number or the vendor's material number. To display the vendor's material number, this must be maintained in the purchasing info record or in the contract or scheduling agreement. Supply area, number of containers, and quantity per container per control cycle. The number of empty containers per control cycle: here, the vendor can see the number of containers, which have been set to EMPTY by the demand source and which he is therefore to deliver. Number of kanbans to be delivered: in this field the vendor can enter per control cycle, the number of kanbans that he is to deliver. Creating the delivery list: The vendor compiles his delivery due list on the basis of this overview. First of all, he notes the number of containers that he is to deliver, per control cycle, and then he creates the delivery due list. The system creates the delivery due list from all control cycle rows, in which a delivery quantity was entered in the last field of the control cycle row. The system displays the delivery due list in a separate area of the screen. Confirming the kanbans to be delivered: The vendor can confirm this delivery due list to the customer. With the confirmation, all kanbans from the delivery list in the customer system are
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automatically provided with the status IN PROCESS. If the delivery due list is confirmed, the vendor receives another window, in which the kanbans posted (and if applicable those not posted) in the customer system are listed. In this way, the vendor knows immediately whether errors have occurred on posting in the customer system or whether the posting has been successful.
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7.22 Special Procedures: Summary
Cross-plant KANBAN Procurement and Withdrawal to Cost Center KANBAN with SD Delivery Separate GR Independent Supply Source Define your own Status Sequences Define your own Activites at Status Change Quantity Signal Alternative Procedures for Triggering
Replenishment Event-Driven KANBAN Internet KANBAN
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7.23Special Procedures Exercises Unit: Special Procedures Topic: Independent supply source
At the conclusion of these exercises, you will be able to: set the R/3 System, so that the supply source can decide about the time of replenishment itself.
The PC component T-TD## (board for modem) is to be procured with direct transfer posting from the WM-based storage location 0088. So that the supplying storage location retains control of the transfer posting, you work with the indicator Independent supply source in the control cycle.
Optional exercises (these are not a part of the standard course). 1-1
Change the control cycle for PC component T-TD## (board for modem), plant 1200 and supply area T-P6## with the following parameters. On the tab page Flow control set the indicator Independent supply source. Save the control cycle.
1-2
Now go to the demand source view of the kanban board for supply area T-P6##. Make sure all kanbans have status WAIT. __________________________________________________________
1-3
Now go to the storage location 0088 in the supply source view of the kanban board. Assume that you are now the supply source. From the supply source view, trigger replenishment for one kanban. To do this, set the kanban with status WAIT to EMPTY, and choose Save.
1-4
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Display the transfer order for the material: Logistics Logistics Execution Internal Whse Processes Transfer Requirement Stock transfer Display transfer order By Material LO235
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Warehouse number: 001 Material: T-TD## Choose Execute. Position the cursor on the transfer order. Choose the Confirm in the background icon (next to the Save button) to confirm the transfer order. 1-5
Now go to the demand source view of the kanban board for supply area T-P6##. What status does the processed container have, and why? __________________________________________________________ Set the FULL container to EMPTY. What status does it have now, and why? __________________________________________________________
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Special Procedures Exercises Unit: Special Procedures Topic: Status Sequence
At the conclusion of these exercises, you will be able to: Adjust the kanban process to special requirements, using the status sequence.
The PC component T-TB## (casing for modem) is to be procured with stock transfer purchase orders from plant 1000. In order for the recipient to recognize that the goods requested are already on their way, the status IN TRANSIT should be used. To guarantee this, a status sequence should be used, that prescribes the use of this status.
2-1
Control the status sequence TRNS in Customizing for KANBAN Menu path from SAP initial screen: Tools Accelerated SAP Customizing Edit project Choose SAP Reference IMG Production KANBAN Status Define status sequence Which statuses are mandatory in the status sequence TRANS? ____________________________________________________________
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2-2
Create a control cycle with the following parameters for PC component T-TB## (casing for modem) in plant 1200 for supply area PVB T-P6##: Number of kanbans: 3 Quantity per kanban: 50 External procurement: 0003 (stock transfer purchase order) Purchasing organization: 1000 Issuing plant: 1000 On the tab page Flow control choose: Status sequence: TRNS Save the control cycle.
2-3
Now go to the demand source view of the kanban board for supply area T-P6##. 2-3-1 In the kanban board, set one container for material T-TB## to EMPTY. Which replenishment element was created? ______________________________________________________ Note the number of the stock transfer purchase order: ______________________________________________________ 2-3-2 Try to set the kanban in the kanban board directly back to the status FULL. Why is it not possible to set the kanban to FULL? ______________________________________________________
2-4
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Plant 1000 now delivers the goods.
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2-4-1 Go to the supply source view of the kanban board: Menu path: Logistics Production KANBAN Control Kanban Board Supply Source View Select the Supplying plant and choose the following entry: 1000 Choose Enter. In the kanban board, set all empty containers to IN TRANSIT. If you cannot set the status IN TRANSIT, a signal locking time is maintained in Customizing for KANBAN under Replenishment strategies. In this case the signal locking time is set at 3 minutes. This means that a new status cannot be set until three minutes after the last status change. In the remaining time you can send your instructor an e-mail (Menu Office) Your instructor likes getting e-mails. Note: The signal locking time determines a period in which the kanban signal is blocked. If you re-trigger the kanban signal within this period, the system will not change the status. This guarantees that a kanban cannot be set to EMPTY and then inadvertently set to FULL or IN TRANSIT again by a second signal. 2-5
Now carry out a transfer posting in Inventory Management from supplying plant 1000 to the stock in transit of the receiving plant. Menu path: Logistic Materials Management Inventory Management Goods movement Transfer Posting Transfer posting Create with reference To purchase order
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In the following dialog box choose: Movement type: 351 Plant: 1000 In the field Purchase order, enter the number of the stock transfer purchase order noted above, and the item number of the purchase order. Choose Enter. Choose Copy + Detail. You deliver to plant 1000 from plant 0001. Enter 0001 in the Storage location field. Enter. Save the transfer posting. 2-6
Now, assume that the kanban with status IN TRANSIT has just been delivered. Now go to the demand source view of the kanban board for supply area T-P6##. Make ure you change the plant back to 1200 if 1000 is set as default. Set the kanban with the status IN TRANSIT to FULL
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Exercises Unit: Special Procedures Topic: Quantity signal and triggering replenishment with trigger quantity At the conclusion of these exercises, you will be able to: Post individual quantities
Use the KANBAN process control to trigger replenishment for a trigger quantity (before the kanban is set to EMPTY).
The PC component T-B9## (modem) is to be procured with kanban production orders. Instead of setting the kanban to EMPTY with the kanban signal, individual quantities should be posted with the quantity signal. Whenever the quantity in a kanban reaches the trigger quantity of 3 pieces, a second kanban should be procured.
Optional exercises (these are not a part of the standard course). 3-1
Create a control cycle for PC assembly T-B9## (modem), plant 1200 and supply area T-P1## with the following parameters: Number of kanbans: 2 Quantity per kanban: 10 In-house production: 0003 (production order) The material is produced in the area of person responsible L6. On the tab page Flow control maintain the following: Trigger replenishment: 3 (at trigger quantity) Trigger quantity: 3 Save the control cycle.
3-2
Now go to the demand source view of the kanban board for supply area T-P1##. 3-2-1 In the kanban board, set one container for material T-B9## to EMPTY.
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3-2-2 You can carry out the confirmation of the production order later. Now set the kanban to FULL.
3-3
Now post individual quantities with the quantity signal: 3-3-1 Menu path: Logistics Production KANBAN Control Kanban signal Quantity signal Material: T-B9## Plant: 1200 Supply area: T-P1## Withdrawal quantity: 4 Save. Monitor the result in a second session in the kanban board. Repeat the quantity signal with a withdrawal quantity of 3 pieces and monitor the result in a second session in the kanban board. Repeat the quantity signal again with a withdrawal quantity of 3 pieces and control the result in a second session in the kanban board. Which status change has taken place during the individual posting operations in the kanban board? ______________________________________________________
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7.24Special Procedures: Solutions
Unit: Special Procedures Topic: Independent Supply Source
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1-1 1-2 1-3 1-4 1-5
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It has the status WAIT.
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.
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Special Procedures Solutions Unit: Special Procedures Topic: Status Sequence
2-1
Status 2 (EMPTY), status 4 (IN TRANSIT) and status 5 (FULL) are mandatory statuses.
2-3 2-3-1 A stock transfer purchase order (PO with item type U) has been created for the amount of the kanban quantity. 2-3-2 As according to the status sequence, before a kanban is set to status FULL, it must be set to IN TRANSIT.
2-4 2-5 2-6
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Solutions Unit: Special Procedures Topic: Quantity signal and triggering replenishment with trigger quantity
3-1 3-2 3-3 3-3-1 The actual quantities in the kanbans are reduced by the quantity signal. Kanbans that are already being used are set to the status IN USE. If the trigger quantity is reached, or if the quantity falls below this, then another kanban is set from WAIT to EMPTY to trigger replenishment. If the quantity in a kanban is reduced to zero, it is set to status EMPTY.
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8 Error Processing: Contents
Kanban Board Error Display Kanban Correction: Repeat status change, reset status of
your choice, change replenishment element, reversals
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8.2 Error Processing: Unit Objectives
At the conclusion of this unit, you will be able to: Obtain an overview of any errors that may
have occurred in KANBAN production control, and how to analyze them. Correct these errors from the kanban view.
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8.3 Overview Diagram 8
11
Introduction
66
KANBAN Overview
22
77
44
Special Procedures
Error Processing
Master Data
33
Kanban Calculation
General Procedure
99
Evaluations
55 Replenishment Strategies
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8.4 Error Processing: Business Scenario
Several errors have occurred in the KANBAN
procedure You now have to analyze and correct these
errors.
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8.5 Error Detection and Analysis
Display of containers with errors in the kanban board
Specifies the status change that led to the error
Date / time of the last status change
Error message and long text explaining error message
Display of errors in the error display
Errors displayed even if container no longer at error status
Errors displayed for specific demand sources
Errors displayed for specific replenishment strategies
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As a rule, when a status change is incorrect, the kanban is always set to the status ERROR. You cannot process the kanban again until you have carried out the kanban correction, which requires corresponding authorization. You can define in which cases the system issues an error message, that does not change the status of the kanban. In all other cases, the system sets the kanban status to ERROR. In many cases, for example if there is not a valid cost collector for the backflush of a run schedule quantity, it is a good idea to set the error status as the user has to complete missing data. In other cases, for example if the data is only temporarily locked by another user, an error message is sufficient. The user can repeat this action at any time; the kanban retains its status. Prerequisite: In Customizing for KANBAN under Status -> Define error processing in status change, you define in which error messages the kanban retains its status. Please read the corresponding Customizing documentation.
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8.6 Kanban Correction
Repeat status change
Set to status EMPTY
Set to status FULL
always with the relevant functionality
Reset any status without any additional functionality
Change the replenishment element Reversal
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8.7 Reversing a Kanban Signal
Reversal Reset status and activity
Reverse kanban signal
Delete Empty Planned order Production order Purchase order
WAIT
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Use: In the case of a posting error you can reverse the last kanban signal (for example status to EMPTY or status to FULL). Activities: In order to carry out the reversal, press the button Reversal in the kanban correction. This includes the following actions: The current container status is reset to the previous status.
The actions linked to the status change are reversed. (That is, purchase orders, reservations and production orders are flagged with a deletion indicator, planned orders and schedule lines are deleted. The document from the goods receipt is reversed and so on). If, on the other hand, you delete the replenishment elements for a kanban (planned order, production order, purchase order) or give it the deletion indicator, the relevant kanban is set to status WAIT. In the following cases, a reversal is not possible: If you have already processed a kanban in the kanban correction, then you can no longer carry out a reversal. If a kanban has already been reversed, you cannot reverse this kanban a second time.
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8.8 Error Processing: Summary
Kanban Board Error Display Kanban Correction:
Repeat status change, reset status of your choice, change replenishment element, reversals
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8.9Error Processing Exercises Unit: Error Processing (Optional Exercises)
At the conclusion of these exercises, you will be able to:
gain an overview of the errors that have occurred in the KANBAN process, and analyze the errors,
correct these errors from the kanban view.
In these exercises at least one container was set to the ERROR status, because a function linked with a status change could not be carried out. The errors in the KANBAN process have to be analyzed and corrected.
1-1
Display all errors that occurred in plant 1200. To do this, follow the menu path in the KANBAN menu to the error display: Evaluations Error display Plant: 1200 Material: T-B7## Choose Execute. Note: It is possible that no errors will exist if you did not do the KANBAN and Repetitive Manufacturing exercise. If you still want to do this exercise, go back and do this one first. Now consider all errors that have occurred for this material (for this material you have caused an error in the exercise ‘Manual KANBAN’).
1-2
Now, carry out the kanban correction for the kanban with the error for material T-B7##: 1-2-1 To do this, place your cursor on the relevant error message for material T-B7## and choose Error message long text. Confirm the long text with Enter.
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1-2-2 Now branch from the error display to the kanban correction. To do this, place your cursor on the relevant error message for material T-B7## and choose Kanban correction to process the faulty container. In the kanban correction, place the cursor on the faulty kanban and choose Select. To set the kanban to FULL and to carry out the goods receipt posting, select Kanban correction. Confirm the following dialog box with Enter.
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8.10Error Processing Solutions Unit: Error Processing Topic:
1-1 1-2 1-2-1 1-2-2
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9 Evaluations: Contents
Control Cycle Analysis Using the Kanban Board Reporting Errors LIS Standard Analysis
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9.2 Evaluations: Unit Objectives
At the conclusion of this unit, you will be able to: Evaluate the current kanban situation Evaluate any errors that may have occurred in
the KANBAN process Evaluate historical data in the KANBAN process
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9.3 Overview Diagram 9
11
Introduction KANBAN Overview
22
Master Data
33
66
44
Kanban Calculation 77
88
Special Procedures
Error Processing
9
Evaluations
General Procedure
55 Replenishment Strategies
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9.4 Evaluations: Business Scenario
You already use the KANBAN process in your
company Now you want to evaluate the current kanban
situation You also want to evaluate historical data in the
KANBAN process
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9.5 Options Available for Evaluations
Control Cycle Analysis Using the Kanban Board
Demand source view
Supply source view
Plant overview
Reporting errors (error display)
Detailed information on errors
Branch to correction transaction (kanban correction)
LIS Standard Analysis
Diffent drill-down levels
Number of status changes
Times for individual statuses
Comparison of target / actual quantities
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9.6 LIS: Key Figures
Wait Transport
Full
In transit
In use ERROR
!!!
Replenishment
In process
Fill
ERROR
Empty
WAIT (initial)
Trigger
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9.7 Evaluations: Summary
Control Cycle Analysis Using the Kanban Board Reporting Errors LIS Standard Analysis
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10 Appendix
This section contains additional material, that can be used for reference purposes. This material is not a part of the standard course. Therefore, it is possible that this material will not be discussed in the course.
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10.2 Example of a Kanban Card
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