Kanban Card Implementation: Why I Chose Index Cards Over Software

Overview

Role

Operations Intern / Supply Chain Analyst

Objective

Resolve critical inventory stock-outs and production delays by redesigning the component replenishment workflow.

Context

Dynatronics (Medical Device Manufacturer) – The manufacturing floor was suffering from inefficiencies that were delaying shipments and tying up working capital.

1. The Strategic Choice: Adoption Over Complexity

The most obvious solution for a modern supply chain problem is usually “more software.” However, after analyzing the environment, I realized the core challenge wasn’t just data; it was user adoption.

The warehouse staff was long-tenured and had established routines. I recognized that introducing a complex digital tool within my 8-week timeframe would likely meet resistance and result in low compliance.

Instead, I deliberately chose a low-friction, physical solution: a card-based Kanban System.

2. The Solution: A Physical “Pull” System

I designed a visual workflow that relied on physical cards rather than computer terminals. The system worked on a simple logic:

  1. Visual Trigger: When a bin reached its designated “Safety Stock” level, a physical card was revealed.
  2. The Signal: The employee simply moved the card to an “Outbox”—no data entry required on their part.
  3. The Fulfillment: Purchasing would retrieve the cards, triggering the re-order (e.g., from vendors like McMaster-Carr).
  4. The Loop: The card returned to the bin when the item was restocked.

To secure buy-in, I worked closely with the VP of Operations, applying his coaching on change management to introduce the new process respectfully and effectively.

3. The Data-Driven Results

By prioritizing a system that reduced friction for the end-user, we achieved high adoption rates immediately. The impact on the supply chain KPIs was significant.

Comparing monthly averages before and after implementation, the system drove:

  • 57.28% Decrease in Stock-outs: We successfully prevented distributed products from causing line stoppages.
  • 70.38% Decrease in Past Due Orders: By automating the signal to purchase, we reduced administrative lag time.
  • Visual Organization: We transformed the inventory shelves from disorganized heaps to structured, labeled bins, further speeding up year-end cycle counts.

4. Retrospective: The RevOps Connection

While this project involved physical inventory, the principles are identical to the work I do in Revenue Operations today:

  1. Reduce Friction: The best process is the one that requires the least amount of effort from the end-user.
  2. Systematize the Signal: We moved from a “Push” forecast (guessing) to a “Pull” system (reacting to actual demand)—a concept that applies directly to lead generation and pipeline management.
  3. Adoption is King: A perfect software implementation fails if the team ignores it. Sometimes, the “low-tech” solution is the strategic choice.