Push System
Push System: Ready or not here I come!
3 Definitions:
1. In production: production of items required by given schedule
2. In material control: issuing of material according to given schedule or issuing material to a job order at its start time
3. In distribution: system for replenishing field warehouse inventories
Weaknesses of a Push System
· Output continues without regard to actual downstream needs
· Response is delayed and the production system is disrupted from its normal functioning
Authorizing Activities
· Work order release authorizes production in the push system
Availability Checking
· Resource availability must be verified before work is release to the shop
Checking for Capacity
· Capacity requirements are determined by capacity requirement planning (CRP)
Checking for Materials
· Requirements are calculated in MRP
· Quantities available (considers on hand an allocated loads to other orders)
· Availability that is checked by staging
o Risk of pirating components for other orders
o Takes up space
o Complicates cycle counting
Adjust Schedules
· IF ALL ELSE FAILS schedules must be revised
· Schedule adjustments may have the following effects:
o Necessitate rescheduling of parent part
o Delay master schedule
o Affect timing of other assembly parts needed
o Destroy previously balanced material and capacity
Documentation
· Order are opened in the manufacturing system for the following reasons:
o Inform MRP that there are scheduled receipts
o Allow material and labor charges
o Provide feedback
o Track progress and record issues
Shop Information Packet
· Presents the information that is needed for the shop floor to run effectively
Executing Activities
· Staging/Kitting
o Staging: pulling material for an order from inventory before material is required
o Kitting: process of constructing kits… contains components of a parent item that have been pulled from stock and are readied for movement to production area
· Dispatching
o Selecting and sequencing jobs to run at work centers
o Dispatch list is the listing of manufacturing orders in priority sequence
· Work assignment
· Expediting/de-expediting
Hidden Hurdles
1. Lack of Valid Dates
a. Can be prevented if dates are validated before releasing the dispatch lists to shop
2. Lack of Valid Data
a. Manufacturing tends to try and find shortcuts, data is not kept up to date.
3. Lack of good management and measurement on the shop floor
a. Supervisors should be held accountable and measured on
i. Working on right parts
ii. Providing enough output
iii. Providing timely feedback
b. Shop Managers should
i. Visit work center frequently
ii. Review dispatch lists… priorities
iii. Help supervisors adjust capacity to maintain schedule
iv. Review daily anticipated delay reports and act on them
v. Question supervisors from whom they are not receiving feedback
Human interaction in Push systems
· Dispatchers
o Keep shop personnel aware of status of work
o Ensure timely and level flow of orders/materials
o Communicate any changes
o Follow and communicate needs for past due and special orders
o Set actual priorities for orders
· Department Supervisors
o Monitor department capacity levels
o Evaluate feasibility of orders released by dispatcher
o Warn dispatcher about anticipated delays
o Ensure timely and accurate reporting of transactions
o Identify root causes of any problems within department
o Ensure the work is completed on time
· Operating Workers
o Determine actually processing sequence for orders
o Monitor capacity at work center
o Report problems and anticipated delays
o Indentify and record causes for problems
o Monitor status of upstream/downstream work center and make appropriate changes
o Keep timely and accurate records
o Complete orders by scheduled due dates
I'm a supply chain analyst for a large corporation and after studying hard, finally passed all 5 CPIM APICS exams. Help yourself to my study notes and the information in my blog posts, and good luck!
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