The pull process begins at the job site. Gathering credible information from the seemingly ever evolving situation
in the field may require an additional set of eyes in a person
who knows who to talk to people and more importantly what
questions to ask.
It is a tedious task, but an essential one. The right information has to be communicated to the shop, so the production
planner can prioritize rooms in the order of anticipated
Match demand to capacity
The next step is to match demand to shop capacity.
If you don’t know the capacity of your shop, meeting de-
mand will be a crap-shoot. Capacity at DCC wasn’t known at
the beginning of the lean journey, but we have gained a good
understanding of it through time studies and reporting of
daily output at various control points.
Now the production planner will be able to organize
rooms in a bucket of work that matches capacity. The bucket
will enter production based on a pull process.
The bucket concept and how pacing is determined will be
the subject of the next article.
In the meantime, I’m sure some of you haven’t determined
your current capacity.
Unless you know the capacity, you won’t be able to deter-
mine if the shop can meet the pace set by the customer.
If you need pointers on how to gather capacity data, feel
free to contact me at email@example.com. ✚
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Creating false demand on the supply chain causes them to consume