Production Control: Push and Pull Systems Comparison

Production Control:
Push and Pull Production

Systems
Customer focus
manufacturing operations
Manufacturers and workplaces can no longer base
production on desktop planning alone and then

distribute, or push, them onto the market. It has
become a matter of course for customers, or users,
each with a different value system, to stand in the
frontline of the marketplace and, so to speak, pull
the goods they need, in the amount and at the time
they need them. (Taiichi Ohno, 1988)
Yosephine Suharyanti 2011
Some of the content is adopted from the slide of B. Laksito Purnomo and Yosef Daryanto
Push versus Pull

Push
system: material is
pushed into downstream
(following) workstations
regardless of whether
resources are available
Pull
system: material is
pulled to a workstation just
as it is needed
Traditional manufacturing firm:

Push (old style MRP system)
The production of items at times required
by a given schedule planned in advance
Work
Station 1
Work
Station 2
Work
Station 3
Material
Information (Production Schedule)
Pull (Just In Time) System

The production of items only as demanded
for use or to replace those taken for use
Work
Station 1
Work
Station 2
Work
Station 3
Material
Information (via Kanban/Card/other signal)
Key difference
between push and pull systems
Push Systems: schedule the

release of work based on
demand.
The release time is not modified
according to what is happening in
the process itself.
inherently due-date driven

control release rate,
observe WIP level
Pull Systems: authorize

the releases of work based on
system status.
A job allowed onto the floor when
a signal generated by a change in
line status call for it.
inherently rate driven

control WIP level, observe
throughput

Push versus Pull mechanism

The mechanism that triggers the movement
of work in the push and pull system:
Schedule:
orders, forecast,
arrivals, or other
upstream
information
Job
PUSH
Production
Process
Push systems do not limit

WIP in the system.
PULL
Job
Status: of
process or other
downstream
stations
Production
Process
Pull systems deliberately

establish a limit on WIP.

Example of pull system: The

Kanban System
The Kanban system uses simple cards to
strictly control production
The basic idea is that no station is
permitted to produce more than is
immediately required by the succeeding
station
This simple idea prevents the buildup of
inventory by making a group of
multipurpose machines act like a flow line
Possible for - No computer required!

An example of Kanban
Part no.
:
7412
Description : Slip rings
Box capacity 25
From :
Machining
M-2
Box Type
Issue No.
3/5
To:
Assembly
A-4

Pulling with one-card Kanban

system
Completed parts with cards
enter outbound stockpoint.
WS1
Production
cards
WS2
When stock
is removed,
place
production
card in hold
box.
Container
box
WS3
Outbound
stockpoint
Production
card
authorizes
start of
work.
Stock point/
inventory
Production
card
Workstation

10
Instruction and retrieval

kanban
http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/images/p_2_zu.gif

Push, Pull, and CONWIP

Stock
Point
Stock
Point
Pure Push (MRP)
...
Pure Pull (Kanban)
...
Stock
Point
Stock
Point
Stock
Point
CONWIP
...
Authorization Signals
Stock
Point
Full Containers

12
The magic of Pull (1)
Reducing Manufacturing Costs
If WIP is capped, then disruptions in the line

(e.g. machine failures, shutdowns due to
quality problems, slowdowns due to product
mix changes) do not cause WIP to grow
beyond a predetermined level
In a pure push system, no such limit exists
In a pull system, releases are choked off
before the system has become overloaded.
A WIP cap regardless of the type of pull system
will reduce the average WIP level required to
achieve a given level of throughput

13
The WIP Cap:

Kanban WIP
cannot exceed
number of cards
WIP
The key to keep customer

service high is predictable
flow through the line
Low cycle time

variability!!!

14
Low Unit Cost:

low inventory
reduced space
little rework
High External Quality:

high internal quality
pressure for good
quality
promotion of good
quality (e.g., deffect
detection)
15
Implementing Pull Systems
Pull is Rigid: replenishing stocks quickly (just in time)

requires level mix, volume, sequence.
JIT Practices:
Support Rigidity:
production smoothing/mix stabilization
Mitigate Rigidity in Production System
capacity buffers
this is the
setup reduction
flexible labor
genius
facility layout
of pull!
product design (postponement, etc.)
Mitigate Rigidity in Organization
TQM
vendor management, etc.
16
The relation with production

strategies
Make-to-Order:
Make-to-Stock:
MRP with firm orders on MPS is make-to-order.

It does not limit WIP and is therefore a push
system.
Pull systems do replenish inventory voids.

Jobs can be associated too with customer orders.
But not necessary to be always like that,

most real world systems have aspects of
both push and pull
17
Todays manufacturing
pitfalls
Long Lead Times
Uncertain Demand
Increased Product Variety
Component Availability
System Variation Over Time

18
Push-Pull Interface
Most real world systems have aspects of both

push and pull
Where should we use pull system? Where

should we use push system?
Choose the location of Push-Pull interface

wisely can enable a system to take strategic
advantage of the benefits of pull (WIP
control), while still retaining the customerdriven character of push.
19
Make-to-stock model
(completely pull)
Supplier
Assembly
Finished
product
stock
Product
request
Not flexible
--- Tend to mix error
20
Risks involved in
forecasting in MTS
The three principles of all

forecasting:
Forecasts are always wrong

The longer the forecast horizon the
worst is the forecast
Aggregate forecasts are more
accurate
Example:
http://www.supplychainonline.com/cgi-bin/
preview/SCM106/4.html
Make-to-stock
Assemble-to-order
To reduce the forecast risk

To increase flexibility
21
Assemble-to-order system (push-pull system)

Supplier
Finished
product
stock
Assembly
Configuration
request
Push system
--- more flexible
22
Push-Pull interface
The Manufacturing Time Line
Suppliers
PULL STRATEGY
Low Uncertainty
PUSH STRATEGY
Customers
High Uncertainty
push-pull interface

23
Example Custom Taco

Production Line
http://media.playhaven.com/YEBPnMbC2SuVYdNOq9x2xA/huge/taco.jpg
http://www.lapar.com/makanplus/images/stories/taco.png
http://2.bp.blogspot.com/_F_yawCRGDpY/TUM7htxXDI/AAAAAAAAAMs/VQAvi75DQE4/s1600/Double_Decker_Taco.png
http://www.pe.com/imagesdaily/2007/06-20/girod_taco.jpg
http://29.media.tumblr.com/tumblr_ks51ajgtKw1qzvnxpo1_400.jpg
Push
Make-to-order
Pull
Make-to-stock
Refrigerator
Cooking
Assembly
Packaging
Sales
PP Interface
Customer
Order driven
--- being flexible but long lead time
24
Example Quick Taco

Production Line
http://media.playhaven.com/YEBPnMbC2SuVYdNOq9x2xA/huge/taco.jpg
http://www.lapar.com/makanplus/images/stories/taco.png
http://2.bp.blogspot.com/_F_yawCRGDpY/TUM7htxXDI/AAAAAAAAAMs/VQAvi75DQE4/s1600/Double_Decker_Taco.png
http://www.pe.com/imagesdaily/2007/06-20/girod_taco.jpg
http://29.media.tumblr.com/tumblr_ks51ajgtKw1qzvnxpo1_400.jpg
Pull
Make To Stock
Refrigerator
Cooking
Assembly
PP Interface
Push
Make To Order
Packaging
Sales
Warming
Table
Customer
Hold finished Taco in stock

--- being responsive
25
Example IBM Panel Plant

Original Line
Treater
Prepreg,
Copper
Lamination
Machining
Circuitize
Drilling
Copper
Plate
Procoat
Sizing,
Test
Copper
Plate
Procoat
Push/Pull Interface
process that gives

boards personality
Revised Line
Treater
Prepreg,
Copper
Lamination
Machining
Core
Blanks
Circuitize
Drilling
Push/Pull Interface
Sizing,
Test
Notes:
Moving push/pull interface closer to customer shortens lead time seen
by customer.
Certain specifications of core blanks presents opportunity to make them
to stock.
26
A new manufacturing
paradigm
A
shift from a completely pull system

to a push-pull system
Reduce the forecast risk (mix error)
Increase flexibility
shift from a completely push

system to a push-pull system
Reduce customer lead time
Reduce inventory problem

27
So
Long Lead Times turn to pull system

Uncertain Demand turn to push system
Increased Product Variety turn to push system
Component Availability turn to pull system
System Variation Over Time turn to pull system
28

Production Control: Push and Pull Systems Comparison

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Production Control:

Push and Pull Production

Manufacturers and workplaces can no longer base

production on desktop planning alone and then

Push versus Pull

Traditional manufacturing firm:

Pull (Just In Time) System

Push Systems: schedule the

inherently due-date driven

Pull Systems: authorize

inherently rate driven

Yosephine Suharyanti 2011

Push versus Pull mechanism

Push systems do not limit

Pull systems deliberately

Yosephine Suharyanti 2011

Example of pull system: The

Yosephine Suharyanti 2011

Yosephine Suharyanti 2011

Pulling with one-card Kanban

Yosephine Suharyanti 2011

Instruction and retrieval

Yosephine Suharyanti 2011

Push, Pull, and CONWIP

Pure Push (MRP)

Pure Pull (Kanban)

Yosephine Suharyanti 2011

The magic of Pull (1)

Reducing Manufacturing Costs

If WIP is capped, then disruptions in the line

Yosephine Suharyanti 2011

The magic of Pull (2)

The WIP Cap:

The key to keep customer

Low cycle time

Yosephine Suharyanti 2011

The magic of Pull (3)

Low Unit Cost:

High External Quality:

Implementing Pull Systems

Pull is Rigid: replenishing stocks quickly (just in time)

The relation with production

MRP with firm orders on MPS is make-to-order.

Pull systems do replenish inventory voids.

But not necessary to be always like that,

Long Lead Times

Increased Product Variety

System Variation Over Time

Yosephine Suharyanti 2011

Most real world systems have aspects of both

Where should we use pull system? Where

Choose the location of Push-Pull interface

The three principles of all

Forecasts are always wrong

To reduce the forecast risk

Assemble-to-order system (push-pull system)

Yosephine Suharyanti 2011

Example Custom Taco

Example Quick Taco

Hold finished Taco in stock

Example IBM Panel Plant

process that gives