The Start of Your Leanjourney

Now let’s introduce ‘Push Scheduling’

Typically, orders flow from the office, and ‘pushed’ into the factory as quick as possible. But why so many late deliveries, and  schedules continually changing to meet ‘late’ orders?

The difficulty with Push Scheduling, coupled with measuring operator/machine performance.   Operators work on the next order  in front of their machines with little regard to the delivery date.

After all, if they don’t hit their output target they are in ‘trouble’.

This behaviour put’s pressure on the management, someone has to organise the mountain of WIP,  find and move the right parts to the right machines based on some ‘ad-hoc’ rush list.

Problems or defects get little or no attention, people are ‘busy’, trying to synchronise all the right parts to complete an order.  If this sounds familiar keep reading.

Now let’s introduce ‘Pull Scheduling’

It’s important to understand if this technique suits your production  process.  Basically the delivery date is set,  system steps back fixed number of days depending on the work center and that job shows on the schedule..

Everyone has visibility of the their schedule.  The operator’s task is to complete all orders assigned for ‘today’ on their work-centre, then move to assist the ‘bottleneck’ ensuring the overall production line delivers all orders assigned for dispatch that day.

The schedule uses the red-amber-green status so it easy to understand.

So ‘Pulling’ the job out of production against the delivery date and launching only those orders required to be started manages the WIP.

It takes time to move the culture from Push to Pull, the emphasis has to be on due date and be prepared to see machines ‘idle’ when not required.

Manage machine utilisation/capacity by loading the schedule.

Worked correctly, we see lead-time reduction around 50% and output  35-40% as there is a steady flow of work through production. People working on ‘right products’ at the ‘right time’.

The transformation totally changes the culture of an organisation.  The combination of Lean with IT‘ works.


ShopfloorLive  supports FLOW by providing the vital customer and process information throughout the business.  Achieving the Delivery date is the key to success and utilising what is known as PULL rather than PUSH the system has everyone work against the same ‘LIVE’ schedule.  The visual RED Amber Green  assists the operators prioritise and deliver against due dates.

Why use ShopFloorLive?

  • Provides the critical link between orders and your Shop-floor ‘Live’.
  • Real-time information reducing ‘waste’ in movement, rejects, skills …..
  • Rescheduling of delivery dates happens instantaneously  across the factory.
  • Reporting and dashboards provide incredible live analysis to assist Kaizen projects. No more endless spreadsheets and delays to understand if something has an influence on a process.
  • It engages people at all levels and KPI’s show ‘live’ results.
  • We call it ‘Lean with IT’

Continuing to do what you have always done will achieve the same results, the world of manufacturing is going through a major upheaval due to COVID-19 and ‘Order to Cash’ is crucial for survival.

Too many companies have tried to find the ultimate system to fit their business and failed.  Our advice is avoid one complicated overall solution, if it exists let me tell you it will be expensive to implement and maintain. Break it down into manageable parts, connect together and run at your pace.

Implementing ShopFloorLive takes a couple of days, start with a few operations and add more as you understand your process FLOW.  You will be amazed at the results.