Centralised vs. decentralised control decision in card-based control systems: comparing kanban systems and COBACABANA

Abstract

Kanban systems are simple yet effective means of controlling production. Production control is decentralised or exercised locally on the shop floor, i.e. a downstream station signals to an upstream station that an item is needed. If items are always the same and known, then demands can be satisfied instantaneously from stock; but if items differ and are unknown, demands must first be propagated backwards from station to station before being satisfied. The former is defined as an inventory control problem and the latter as an order control problem. Handling the order control problem via kanban involves a decentralised card acquisition process (during which information is propagated from station to station) that is separated from the actual production process. COBACABANA (control of balance by card-based navigation), an alternative card-based solution, shares kanban’s control structure but centralises the card acquisition process. Evaluating the two systems therefore provides a unique opportunity to compare decentralised and centralised control. Using simulation, we demonstrate that it is specifically the centralised card acquisition process that allows COBACABANA to balance the workload across resources and thus to outperform kanban in an order control problem. This has major implications for research and practice.

Keywords:

• kanban
• workload control
• order release
• shop floor control
• simulation

Additional information

Funding

This work was supported by the National Natural Science Foundation of China [grant number 71750410694], [grant number 51475095], [grant number 71672074]; Key Project of Guangdong Natural Science Foundation [grant number 2016A030311041]; 2015 Guangdong Special Support Scheme [grant number 2014TQ01X706]; High-level Talent Scheme of Guangdong Education Department (2014–2016); FCT – Fundação para a Ciência e Tecnologia of Portugal under the project PEst2015-2020: UID/ CEC/ 00319/2013.