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Push versus Pull System

❑ A push system is:

- An Material Resource Planning (MRP) and
inventory control system.

❑ In an MRP: the Master Production Schedule (MPS) of

end products is transformed into
- Parts requirements; then,
- work orders are launched to build
(purchase) the parts in lot sizes

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Push versus Pull System

❑ The work orders push materials

- to the manufacturing floor
- to produce the parts required.

❑ The lot sizes are normally large, and consequently

the lead times are long.

❑ During the planning horizon the MRP is based on a

fixed master production schedule.

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Push versus Pull System

❑ The MPS is altered only at the beginning

of the planning horizon
❑ But there are changes in schedules and delays
(because of the dynamic nature of the demand and
production processes).
❑ Therefore, the lot being produced is not correct in
relation to the Master Production Schedule.
❑ Coordination is lost because of lack of feedback
on the status ofmaterials previously released.

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Push versus Pull System

❑ The parts are pushed to the successive stages as soon
as the work is completed at a particular stage.
❑ A problem is created when some parts are not
completed and required at the successive (stages),
❑ Causing shortages (starving the successive stage).
❑ On the other hand, there will be too much inventory of
some components, blocking the preceding stage.
❑ The push system is a single flow process in which both
the build schedules and materials travel in the same
direction from one stage to another.

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Push System

Pull System
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Push versus Pull System

❑ In a pull system the materials move in the same direction as in a
push system; but the information concerning processing of the
parts (build schedules) travels in the opposite direction.

Transmittal of information
distinguishes push vs pull

In a pull system there is always feedback from the

subsequent to preceding stages.
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Push versus Pull System

❑ In a pull system the MPS is used only to give a broad

outline of the requirements for resources at different
work centers.

❑ The major difference is that although the MPS is

used to decide approximate resource requirements
of workstations; it is not used to decide the
production rate of each workstation.

❑ A Kanban systemis used to communicate the

schedule from one station to another.

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Push versus Pull System

❑ A Kanban in a pull system is a card
attached to a standard container that
issues the production and withdrawal
of parts between workstations.
❑ A Kanban can be viewed as an
information system that controls
production of parts.
❑ The major strength of the Kanban is its
simplicity, which allows a worker to
make a decision at the workstation
level.

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Differences between Push and Pull System

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Lean Scheduling (1 of 2)

• Schedules must be communicated inside and outside the

organization
• Level schedules
– Process frequent small batches
– Freezing the schedule helps stability
• Kanban
– Signals used in a pull system

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Lean Scheduling (2 of 2)
• Better scheduling improves performance

Table 16.3 Lean Scheduling Tactics

Make level schedules
Use Kanbans
Communicate schedules to suppliers
Freeze part of the schedule
Perform to schedule
Seek one-piece-make and one-piece-move
Eliminate waste
Produce in small lots
Make each operation produce a perfect part

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Level Schedules

• Process frequent small batches rather than a few large

batches
• Make and move small lots so the level schedule is
economical
• Freezing the schedule closest to the due dates can
improve performance

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Scheduling Small Lots

Figure 16.7 Scheduling Small Lots of Parts A, B, and C Increases
Flexibility to Meet Customer Demand and Reduces Inventory

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Kanban (1 of 6)
• Kanban is the Japanese word for
card
• The card is an authorization for
the next container of material to
be produced
• A sequence of Kanbans pulls
material through the process
• Many different sorts of signals are
used, but the system is still called a
Kanban

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Kanban (2 of 6)
Figure 16.8 Diagram of Storage Area with Warning-Signal Marker

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Kanban (3 of 6)

• When there is visual contact

– The user removes a standard-size container of parts
from a small storage area, as shown in Figure 16.8.
– The signal at the storage area is seen by the
producing department as authorization to replenish
the using department or storage area. Because there
is an optimum lot size, the producing department may
make several containers at a time.

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Kanban (4 of 6)

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Kanban (5 of 6)

• When the producer and user are not in visual contact, a

card can be used; otherwise, a light or flag or empty spot
on the floor may be adequate
• Usually each card controls a specific quantity of parts
although multiple card systems may be used if there are
several components or if the lot size is different from the
move size

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Kanban (6 of 6)

• Kanban cards provide a direct control and limit on the

amount of work-in-process between cells
• A complicating factor in a manufacturing firm is the time
needed for actual manufacturing (production) to take
place

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The Number of Kanban Cards or

Containers

• Need to know the lead time needed to produce a

container of parts
• Need to know the amount of safety stock needed

Demand during LeadTime + Safety stock

Number of kanbans (containers) =
Sizeof container

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Number of Kanbans Example

Daily demand = 500 cakes
Production lead time = 2 days
(Wait time +
Material handling time +
Processing time)
Safety stock = 1/2 day
Container size = 250 cakes
Demand during lead time = 2 days  500 cakes = 1,000
Safety stock = ½  Daily demand = 250
1,000 + 250
Number of kanbans = =5
250

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