<![CDATA[Work-in-process (WIP) accumulation on a fabrication floor consumes physical space, extends queue time, and raises inventory holding cost, yet many metal fabrication workshops still coordinate material movement with paper travelers rather than a system that records replenishment timing directly. This study examines four operational datasets from a precision metal fabrication workshop: 720 hourly WIP-inventory records across six process bays, 150 digital e-Kanban card transactions with replenishment lead time and service-level status, 100 job-order lead-time records across four batch sizes, and 24 weekly records of WIP value, holding cost, and floor-congestion incidents spanning a period before and after e-Kanban implementation. The objective is to describe how WIP accumulates across the fabrication line, how the digital e-Kanban system performs against its replenishment service target, how job lead time is composed of queue and processing time across batch sizes, and how the weekly cost and congestion indicators differ between the two management phases. The press-brake and welding bays carry roughly two and a half times the mean floor occupancy of the other four bays, at 67.0% and 67.5% respectively against 25.8% to 26.4% elsewhere. Of 150 e-Kanban card transactions, 40 (26.7%) exceed the destination bay's replenishment target, with a mean lead time of 21.96 minutes against 14.44 minutes for cards that meet the target. Job lead time is dominated by queue time at every batch size, ranging from 47.3% of total lead time for 200-unit batches to 51.8% for 500-unit batches. Between the two weekly phases, mean total WIP value falls from 1,048.95 to 337.79 million IDR, mean holding cost falls from 26.22 to 8.45 million IDR, and mean floor-congestion incidents fall from 7.33 to 0.33 per week. Because the two phases span different calendar weeks without a controlled trial, these differences are reported as descriptive associations rather than causal effects. The contribution is a transparent reporting structure that connects bay-level WIP accumulation, e-Kanban replenishment performance, batch-level lead-time composition, and weekly cost outcomes for shop-floor inventory-control review]]>
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