Free tool · Inventory
Kanban Sizing
Work out how many kanban cards each loop of your supermarket or two-bin system needs, from the demand per day, the replenishment lead time and the container quantity, with Toyota's safety factor or a statistical safety stock. See the cards to add or take out, the most each loop can hold and what it is worth, and print the cards eight to an A4 sheet.
Bring in from ABC/XYZ Inventory
The SKUs saved in ABC/XYZ Inventory in this browser, largest annual value first, with their demand per day, its σd and their lead time. That list is only read, never changed. Tick the SKUs that run in a kanban loop.
3 · The loops
| Part | Type | D per day | L (days) | C | Cards now | Cards needed | Status | Edit or remove |
|---|
No loops yet. Add the first one above, or .
Kanban cards
One card per container, eight to an A4 sheet. Cut them out, put them in sleeves and attach one to every full container of the loop.
The guide · Edition 7 · Page 71
How t o use this t ool, in the guide
Why each tool exists, which family it belongs to and how to use it step by step, in one book you can leaf through.
Feedback
Did this t ool help you?
Your work
All your work in one file
Every tool keeps your work only in this browser. Save it as one file to keep a copy, to carry on from another phone or computer, or to hand it to a colleague. Nothing is uploaded.
Then clear old entries in these tools to make room: the file keeps them, and opens on any device.
Works offline too: once a tool has been opened on this device, it and the other tools of its role open without a connection.
Team sync Off
Share the tools you choose with your team: every device keeps working without a connection and syncs when it can. The work is encrypted on this device with a key made from the team code, so the server cannot read it.
Your team code
On another device, open this box and scan the code or type the six words under “Join a team”. Give it only to your team: whoever has it can read and change the shared work; for someone who should only look, make a read-only code instead. Write it down; it is not shown again.
Read-only: this device takes the team's work and sends nothing, so it can neither change nor delete the team's copy. Changes made here to the shared tools are not sent, and the next sync replaces them with the team's copy.
For someone who should see the team's work but not change it, such as a manager or a screen on the wall. It cannot change or delete anything.
When someone leaves the team: the work moves to a new code and the old copy is deleted. Every other device then joins again with the new code, and the old read-only codes stop working.
Read-only code
On the other device, open this box and scan the code or paste it under “Join a team”. Whoever has it can read the shared work, so give it only to people who may see it. It stops working when the team changes its code.
The team changed the work of this tool. Reload the page to see it.
- Six Sigma · 5 minSigma & Control Cha
r tTurn defects into a sigma level, combine on time, undamaged and complete into perfect delivery, and see whether a bad day is a signal or noise.→ - Worksheet · 10 min5 WhysMove from a symptom to a root cause you can change, then agree one countermeasure, one owner and one check. Print it or save it as PDF.→
- Root causes · 15 minFishbonePut the effect at the head and collect causes with the team on the 6M, 4P or hotel bones, each with its why. Votes and likely causes rank them, the likely ones become actions to verify, and the top one goes to 5 Whys or the causes to Pareto.→
- Risk · 30 minFMEAWrite down how each process step can fail, rate severity, occurrence and detection, and get the RPN and the AIAG-VDA action priority. A heat map, the top ten risks and the actions with owners until the re-rating shows the risk is gone.→
- Six Sigma · 10 minProcess LabPaste measurements and get the right control chart (I-MR, Xbar-R/S, np, c, u) with Nelson rules and before/after phases, Cpk, chi-square, regression and a Gage R&R or attribute agreement study. Every number in plain words.→
- Lean · 20 minTime StudyTime each element over five cycles with a stopwatch, space bar as the lap key. Get the standard time per station, takt from demand, a Yamazumi against it and the first element to move.→
- Lean · 30 minValue Stream MapMap one flow from supplier to customer with the pieces waiting between the steps. Get the lead-time ladder, PCE, takt and the bottleneck, then draw the future state and send its kaizen bursts to the Action Tracker.→
- Standard · 20 minStandard WorkOne job as a TWI breakdown: major steps, key points marked Safety, Quality, Technique or Cost, and a reason for each, with the time per step against the takt. Versions with change notes, print on A4, Word.→
- Lean · 15 minSpagh
e t ti DiagramDraw the walking paths of one job over the floor plan, tap by tap, in metres. Get the metres and minutes walked per shift, the stop visited most and the longest repeated leg, then compare the layout after the change.→ - Six Sigma · WeeklyProject Po
r tfolioEvery DMAIC project on one page: phase, status, the next tollgate and its checklist, days in the phase, sigma before and after, and savings planned against realised. Each project keeps its charter, SIPOC, CTQ tree, RACI, Kano, RTY, COPQ and control plan.→ - Inventory · 15 minABC/X
Y Z Invent oryClassify every SKU by annual consumption value and by how steady its demand is, and get the nine-cell matrix with its policies, the cycle counts per week, safety stock and reorder points at your service level, and the SKUs for the golden zone.→ - Lean · 30 minSMED ChangeoverTime one changeover element by element, split it into internal and external work, convert and streamline by Shingo's steps, and see the minutes and euros freed and the new changeover standard.→
- Quality · Per problem8D Repo
r tThe Global 8D for a problem a customer saw, D0 to D8: containment within a day, 5W2H and IS / IS NOT, the root cause and the escape point both verified, corrective actions validated with data. Days open and to containment against targets, every action to the tracker, print and Word.→ - Strategy · MonthlyHoshin KanriThe site's strategy on one X-matrix: breakthrough and annual objectives, improvement priorities, metrics and their owners, with the gaps listed. Catchball notes per priority, a bowling chart month by month, and a countermeasure when a metric misses twice in a row.→
- Overview · WeeklySite CompareThe sites you look after side by side, each read from its read-only team code without joining: damage and incomplete rates, routes on time, OEE, 5S, safety, actions, maintenance and the hotel rates, best and worst named, ranked by a rule you can see.→
- Lean · 3–5 daysKaizen EventPlan, run and follow up a rapid improvement event: the charter with goals in numbers, preparation counted back from the first day, the standard 3–5 day agenda, ideas by waste on an effort and impact matrix, goals before and after, and the 30-day follow-up list. Report-out in A4 and Word.→
- Six Sigma · 20 minCost of Quali
t yList what prevention, appraisal, internal and external failure cost, as hours, counts or amounts for any period, and get the cost of quality a month and a year, the cost of poor quality as a share of revenue, the largest items and what a cut in failure would save.→ - Lean · 20 minHeijunkaTurn a batched schedule into a levelled mix: takt, pitch, load and EPEI, the day's heijunka box with clock times, and the changeovers it costs against the finished stock it saves.→
- Quality · WeeklyPoka-Yoke RegisterEvery mistake-proofing device in one register: the error it prevents, Shingo's method, control or warning, prevention or detection. Test each on schedule with a deliberate error; see what is overdue or failed, verification compliance, effectiveness per device and a checklist to print.→
- Lean · QuarterlyLean AssessmentScore how mature an area's lean system is in ten dimensions, from 5S to kaizen, with up to five assessors: the spread shows where they disagree, the radar the change since last quarter, and the three weakest dimensions link to the tools that close them.→
- Course · 45 minSix Sigma in the WarehouseDMAIC in five steps on one warehouse case, with the tool to use at each step, three questions per step, the eight wastes and a project charter.→