Internal Pull Systems - Withdrawal Pull and Production Pull

Internal Pull Systems

Case Studies

Manufacturing Support Team

Revision 8/25/03

Concept / Purpose:

There are two basic types of internal pull systems. Withdrawal Pull authorizes the movement of material from storage to the point-of-use. It provides clear instruction as to the point-of-storage and a point-of-use via addressing. Additionally, pack quantities, product names and other information can be provided by the pull system.

The second basic type of internal pull system is Production Pull, sometimes referred to as Production Instruction Kanban. Production Pull authorizes the manufacture or assembly of component parts or finished product at the request of the next point-of-use.

In simplest terms, the Withdrawal Pull provides the shopping list while the Production Pull provides the instruction to replace what has been consumed. See Figure MM-5-A: Internal Pull Systems. A system that uses both the Withdrawal and Production Pull is often referred to as a two-card system. In some limited cases, where a dedicated stock person is provided and the inventory and customer process are co-located, the withdrawal side of the pull system is not needed. This type of system is referred to as a one-card system.

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Listed below are the objectives of MM-5 Internal Pull Systems:

• Establish one simple standardized method of controlling and balancing the flow of resources.
• Provide quantity control for production and conveyance of materials.
• Support transition from large to small lot production.
• Visually manage the information flow on the manufacturing floor.
• Minimize the number of steps required in the process.
• Eliminate the waste of handling, storage, tracking, obsolescence, repair, rework, facilities, equipment, excess inventory and shortages.
• Replace only what has been consumed.
• Manufacture and ship only what is required.
• Support continuous improvement.
• Provide resources just-in-time based on customer demand.
• Reduce lead time from beginning to end of the process.
• Organize material handling and manufacturing processes to maximize throughput.
• Improve quality by reducing opportunities for defects and the time to detect.
• Create a cooperative environment.

Design Criteria:

Establish a team including people knowledgeable with the operation and material requirements.

To be designed in conjunction with level scheduling concept at the pacemaker.

Implementation Guide:

Internal Pull System Install Steps

Pictures:

Internal Pull System Example 1

S&I Columbus Operations 2003:

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1. Communication to the Supplier, Lot Forming Boxes

1. Each container will have a lot forming (dark green) pull signal on it to identify the contents
2. When removing a container from the market to take to the customer, pull the lot forming card and replace it with the withdraw pull signal.
3. Place the lot-forming card into the lot-forming box assigned to the part.  These boxes are attached to the rack over each lane.
4. Slot the card from left to right.  Begin with the 1st available open slot.  Some part numbers may have more than one box assigned to it.  
5. Once the designated slots are full, pull the lot forming signals out of the box and place them in a zipper pouch.  Do not combine lots as each lot represents a full 5 cu. Ft. container of material.

1. Delivery Procedure:

1.   ALWAYS perform a safety inspection of the vehicle prior to operating for the first time in the shift.
2.  There is one tugger delivery route for the North Business Unit; a route map is on display on the information board.  
3. Delivery routes must be strictly adhered to - NO DEVIATIONS.  
4. Begin by checking the missed signal board and verify that those parts are still unavailable for shipment.  If available, obtain parts and deliver to the customer on normal route.
5. Each route must be documented on # of totes, time started & time ended.  This is to be recorded on the daily route schedule, which will be posted on the information board.
6. At the end of the shifts, the tugger should be loaded ready for delivery.
7. When pulling a tote from the supermarket, pull the lot forming pull signal out of the pouch on the front of the tote and compare with the pull ticket for proper part number.  
8. Place the pull ticket in the plastic pouch on the tote.
9. Place the tote with front facing out into the tugger.
10. Begin the delivery route at the specified time.  Do not start early or late.  Record your start time and # of totes loaded from each market on the route data form.
11. Stop at every stop, deliver required material and pick up all empty totes.
12. Pull tickets are to be taken off the empty totes and placed into the ticket collection box on the cart.
13. When returning to the supermarket, record your arrival time on the route data form posted on the information board.
14. Unload the empty totes into the designated storage spaces.

1. Audit Procedure

1. When making deliveries - make note of racks or P.O.U. destinations that material is not being delivered to on a regular basis.  This is a “red flag” that pull signals may be missing.  An audit should be performed to determine the root cause.
2. Obtain an audit sheet from the file.  Fill in the date.
3. Locate every pull ticket assigned to the part.  Check all delivery locations.
4. Replace missing pull tickets with tickets located in the file cabinet.  Fill in loop size information corresponding to the missed signal(s).
5. Return extra pull tickets to file.
6. File the audit sheet in the part number/pull ticket file.
7. Audits will be performed by all M