SandhyaKamath

In an unlinked production environment, some processes move faster than the average and some operate more slowly. As a result, parts move through the system at varying speeds, only to end up in piles of inventory scattered along the value stream. Even with a takt time in place, there can still be some fluctuation in the actual performance of processes, if they are not somehow linked together. This fluctuation gets even more complicated when scheduling is done at multiple places in a value stream. For this reason, a pacemaker process is established. A pacemaker is the single point is normally towards the end of the line (sometimes final assembly) where a production process is scheduled. The upstream processes don’t produce without a pull signal originating from the pacemaker. It. A key rule for selecting the pacemaker is that all processes after it must “flow” to the customer.
 
The pacemaker simplifies production oversight. Having only one scheduling point greatly reduces the need for coordination. The benefit is amplified when there is mixed-model production in a value stream. The actual demand determines the mix, and the pull signals generated by the pacemaker process ensure that only the types of products that are needed are produced.
 
If there are multiple products, supermarkets are used. Continuous flow is used downstream from the pacemaker to manage production.
 
The following things needs to be considered while setting up a pacemaker process:
The pacemaker should be reliable. If it is frequently down for maintenance, it wreaks havoc on the rest of the value stream. It should have minimal setup times to prevent surges. The closer it is to the end of production, the more linked it is to the customer. The downside is that it might drive more inventory into supermarkets on the upstream processes. Branches in production processes need to be upstream of the pacemaker or have a supermarket. The pacemaker process in short simply determines the sequence of production.