ERP systems are frequently used for production control. Thus the output of particular process stages is steered according to the push-principle. The planning of production takes place with these systems on past values and the planned quantities based on them. In reality a difference between planned quantities and the real outflow often shows up. Consequences from it are among other things excessive stocklevels, customer arrears as well as long lead times which cannot ensure flexible and fast reaction to varying demand. Literature shows that Kanban systems are ahead of this classical plan control concerning short lead times, smaller stock levels and faster reaction to market requirements. Tasks for the master thesis have to be set within a defined range. A classical push-control has to be replaced by Kanban for the component supply. In advance of the implementation theoretical aspects were considered and the entire production department was analyzed as well as weak points and risks were pointed out. The goal is to increase flexibility despite the high number of varieties of semi-finished products. Within four months the controlling of the component production, the storage of the components as well as the associated material and information flows could be implemented successfully based on lean-principles. The outlook at the time of completion of the thesis shows that it is already evident that the desired effects arrived and a Kanban control can and should be extended to other product groups with even more complex variants.