The KANBAN cycle in four steps with the LEANFLASH range of products


To dimension and control stocks


On going improvement of relations between the supplier and the customer is vital to the preservation of close relations in an enduring partnership. The stripping down of stocks to bare necessity levels ensures flexibility and maximum service.


The components in the suitcase demonstrate the fundamental KANBAN principle.
Relations between the “customer” and “supplier” stand out clearly and enable needs to be matched to obligations.
The reduction in stocks is no longer a constraint but an asset.
Flexibility of production and tool reliability are two key parameters in enabling demand to be met.


To calculate the ideal size of stocks and work in progress (WIP) so that they are an accurate reflection of actual consumption and customer forecasts and to ensure the levels are efficiently controlled.

Reducing stock and work in progress levels involves

- accelerating stock rotation
- reducing handling time
- reducing storage areas
- simplifying production scheduling by visual, decentralized methods
- revealing malfunctions in flows
- avoiding stock-outs and overstocks

At each step in the process, as soon as an internal or external “customer” (internal customers are the next process downstream) consumes products, production of the exact quantity consumed is scheduled in order to rebuild stocks and maintain the decided level. Kanban is especially effective in continuous production runs or production campaigns that have a wide diversity.