STOP Pushing - START Pulling!
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- Опубліковано 6 кві 2024
- In this episode, Ryan and Matthew explore the transformative shift from Push to Pull systems in business, revealing:
- How shifting to Pull radically changed Ryan's company
- Daniel Priestley's advice on "with or without you" energy
- The secret to attracting customers and talent through pull
- Everyday applications of push vs. pull concepts
- How this podcast is a testament to the pull approach
- Practical steps for businesses to adopt a pull system
Check it out!
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- Send a voice message/question to the show: www.speakpipe.com/LeanMadeSimple
You guys are exceptional!! 😃
Your podcasts are something to look forward to all week!
Love it guys! You are doing a great service to the world!
You guys do such a great job explaining lean concepts! I learn so much from every episode. Please keep up the good work. (how's that for pull?)😃
Thank you! Will do :)
😀 Always a Joy to listen too. Only last week at our Lean Peer Group we discussed Pull Vs Push. We had the same philosophical debate. We also concluded Pull must have three key elements, 1) It must be visual, 2) managed at the point of use, 3) have limits to trigger improvement actions. These three aided us to then think about pull in any situation. 👍😎
REALLY thought provoking episode guys!
Mate! I subscribed the channel without "push" and waited till the end there wasn't "please, subscribe, like and share my channel" so no "push". If the content is top notch, you don't need to tell anything. Like and subscribe is by product.
On the flip side, if you have stock on hand you can and can deliver 1-2 days from the order. This increases likeliness for customers to come back. I believe there is a fine line and it is up to production management to ensure the products being made are not just wasted stock that will sit.
Depending on complexity, if the system is efficient and not bogged down by heaps of WIP, then a reasonable lead time is achievable. There are a ton of other benefits to pull without even considering lead time. Saftey, people, Quality, delivery, cost.
If you must build up stock ahead of time in order to avoid long lead times, then there is likely waste within the process. By removing the waste and elimination that lead time, you can build what the customer needs exactly when the customer needs it.
@@EricImel depends on industry. For us personally if a customer needs a product they most likely need it that day in order to continue doing their jobs. We are in the material handling industry for a lot of logistics and warehouse companies etc. I do agree with waste in the process however I believe the trade off to having some stock on hand is worth it. We still struggle with manufacturing products that will just sit in our shop and thus wasting labour material everything just for it to be on shelf for too long.
@@nickblackett6255 I agree, it is not simple by any means. The magic is when the customer needs it yet that day, how can you improve the process so you can turn it that fast? Once you figure that out then you have it made! Until you can get to that point, a Kanban system will help you keep stock levels in check.
@@nickblackett6255 I think you make a good point, and it is important to not be dogmatic to think that "pushing" is so evil (or "pulling" is so virtuous) that you shouldn't have some level of stock on hand. Even in the discussion, the example of printer ink was mentioned. When the printer needed ink, it was able to be immediately taken from stock on hand but that "pull" was the trigger reorder new ink, instead of just an automated purchasing cadence that could have led to a surplus of ink. If having any sort of inventory was demonized, consider the waste experienced waiting for the ink to be replaced with a cartridge that had to be purchased only after the "pull" of the printer running out.
There's an important calculus that needs to be made about the time, energy, and cost to produce or replace a thing vs. the volume of requests for the thing vs. the stability of that demand. Where costs and time for production are low, the need for bulk inventory go down. Where demand is high, that goes up. Where variability of demand is also high, the whole thing just gets harder.
I read an interesting article recently about how Toyota was able to weather the COVID-related supply chain issues that plagued much of the automotive industry. Implicit in the article was, "well, if Toyota believes in Lean and Lean believes in "pulling" and avoiding the waste of excess inventory, why wasn't Toyota more susceptible to these supply chain issues." The Toyota representative dispelled this notion that all inventory is bad and, instead, it takes an effective and attuned system to make the appropriate calculus of where excess inventory is required, how much is required, and where it can or should be reduced.
I'm looking for some direction on how to "get pull" with 2 SL and how to better "develop my people" How can I contact Ryan?
contact the team on info@leanmadesimple.com
One question - how does a pull system work internally if a downstream process has many dependencies, each of which pull from each other? It seems like it would cause a lot of lag. Let's say I'm trying to make a car - first I need to wait on the engine being made which needs to wait on the belt assembly which is dependent on which requires making a belt from the rubber. How is this problem usually handled?
Once you decide to make a car you pull all the parts simultaneously to make the car. I don't think you need to wait on the belt assembly before building the engine. Toyota "pulls" all the parts to make the car and they arrive at precisely the right time to be installed on the car as it proceeds down the assembly line. I hope this is helpful.
So are commercials a push? Is pushing a commercial onto social media a bad idea?
marketing creates PULL...
@@justingriffin2546 ah, to draw in?!
@@aurthordunne hook them in, with humor or compelling information.