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Pull Production vs Push Production in Six Sigma

The concepts of Pull Production and Push Production are central to operations management and are highly relevant in the context of Six Sigma, particularly as Six Sigma often integrates with Lean Manufacturing principles to reduce waste and improve process flow.

The key distinction lies in what triggers the production or work.

1. Push Production System

  • Trigger: Forecasted demand or a pre-determined schedule.

  • Mechanism: Work or products are produced based on a prediction of future need, then pushed downstream to the next step or to inventory, regardless of whether the next step is ready for it.

  • Inventory: Tends to result in high inventory levels (finished goods, work-in-process), as production is decoupled from actual customer consumption. This is often called a "Just-in-Case" approach.

  • Six Sigma/Lean Relevance: Push systems are often associated with waste (Muda), particularly Overproduction (producing more than needed) and high Inventory (which ties up capital and can become obsolete). Six Sigma projects often target the inefficiencies and lack of flexibility inherent in a pure push system.

  • Advantage: Can leverage economies of scale by producing in large batches, and products are generally available for immediate shipping.

2. Pull Production System

  • Trigger: Actual customer demand or a signal from the next downstream process.

  • Mechanism: Production or work is only initiated when the next process or the final customer pulls it. A signal (like a Kanban card or empty bin) indicates that material or work is needed, and only then does the upstream process start work.

  • Inventory: Aims for minimal inventory (Just-in-Time or JIT) as products are only made when ordered.

  • Six Sigma/Lean Relevance: The Pull Principle is a core pillar of Lean Manufacturing (which often complements Six Sigma). It is designed to eliminate the wastes of overproduction and excess inventory, improving flow and reducing lead time. A core element of a pull system is an explicit limit on Work-In-Process (WIP).

  • Disadvantage: Can struggle to meet sudden, large, or unpredictable spikes in demand if the system is not highly flexible.

FeaturePush SystemPull System
Production TriggerForecasted Demand/ScheduleActual Customer Order/Demand Signal
Inventory PhilosophyJust-in-Case (High Inventory)Just-in-Time (Low Inventory)
FlowProducts are "pushed" downstream.Demand "pulls" products upstream.
GoalMaximizing production output and utilization.Minimizing waste, inventory, and lead time.
Six Sigma/Lean ViewSource of waste (Overproduction, Inventory).Lean ideal; focus on value-added flow.
WIP LimitNo explicit limit.Explicitly limited (e.g., via Kanban).

Conclusion for Six Sigma

In the context of continuous improvement, Six Sigma and Lean methodologies generally advocate for a Pull System because it is fundamentally focused on reducing waste (specifically overproduction and excess inventory) and aligning production directly with customer value.

Many companies, however, operate with a Hybrid Push-Pull System, where the initial stages (e.g., raw material procurement, common sub-assembly) are based on a push/forecast, and the final stages (e.g., final assembly, customization) are triggered by a customer pull.

Example:

Pull Production:
Industry: Automotive manufacturing.


Push Production:
Industry: Food and Beverage (e.g., chocolate or candy companies), mass-market household goods, and other staples.
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