What is push production in lean manufacturing?

Definition of Push Production:

According to the different ways of issuing production instructions, the production method.

It can be divided into two types: push production and pull production.

Push Production Principle:

According to the market demand, the planning department calculates the demand for each part and the lead time of each production stage according to the product bill of materials, determines the input-output plan of each part, and issues production instructions and purchase orders according to the plan. Each workshop or process produces parts as planned, and feeds back the actual completion to the production plan.

department, and send the processed parts to the next process or downstream production workshop, the whole process is equivalent to pushing from the front process to the back process, so this production method is called push production.

Figure 3-1 shows the logistics and information flow diagram of push production. Under the push production mode, the workers in each workshop or each process start production after receiving the production instructions of the planner, until the production task is completed, and is not affected by the front and rear processes or workshops. Its philosophy is:

In terms of time, we should pursue the completion of tasks ahead of schedule, and in terms of quantity, we should pursue the overcompletion of tasks. This mode of production is also formed under the guidance of the traditional concept of production.

Let's be practical.

Learn. Without the relevant knowledge and technology. Without him, there is only learning.

In order for all things to be truly implemented and effective, they must have a deep understanding of themselves. If the leader himself knows nothing or half-understood, and wants to fake the hands of others, it is difficult to have practical results.

Get leadership support. Lack of support from the leading brother, there is no way to succeed, lean activities are extremely challenging to the habitual behavior and thinking of the factory, without leadership support, 100% foreseeable is useless for people to veto before it starts, don't say that the teacher dies before he dies, and whether he can go out of the teacher is unknown.

Build a lean team. The number of people doesn't need to be too large. The initial 2-4 people are enough.

What is needed is a faithful believer in Lean, who understands and believes in Lean. It is necessary to be familiar with the relevant process technology, familiar with the production of tooling and fixtures, familiar with the work of the supply system, and have a strong ability to solve problems, if there is a certain drawing ability, it is better.

Select a process (or production line). Never start in an indirect production sector! Pick a production line to start with.

It was rolled out in an all-round way, and the people who did it were basically confused, and it was almost certain that there was a lot of scenery when there was a lot of fanfare, and how bleak it was when the flag died down.

Gain leadership of the implementation line (or region). This means that you have to be able to control the people, the money, and the things in the area. Even if it's only temporary, otherwise, there are too many factors that cannot be controlled during the implementation process.

Personally, I often don't understand why instead of being directly responsible for production and operations, the boss of operations is directly in charge of Lean, and there is always some kind of staff role to advocate for it. And the staff officers led the troops almost no battles can win (except for the handsome people who are subordinate to the staff officers. ）

Then you can implement your lean plan step by step and follow the classic routines, such as training, value stream analysis, time observation, etc.