Theory of Constraints - METEC Online约束理论-流星体在线.pptVIP

DP Johnson, 2005 Dealing with Production Bottlenecks Mini-case Be Sure To Review Notes Area And Related Word Document Dealing with Production Bottlenecks Mini-case The concepts and approach applied in these examples come from the book “The Goal” by Eli Goldratt. This book is required reading for anyone interested in manufacturing, production operations and productivity improvement The Goal Every system was built for a purpose Must define the system’s global goal Actions of and decision about subsystems must be judged on impact towards the global goal Constraints Anything that limits a system from achieving higher performance vs its goal Critical Constraint The active constraint The one that is currently limiting the system Flow and Constraints Five Steps Identify the System’s Constraints Decide how to exploit the system’s constraints Subordinate everything else to the above decision Elevate the system’s constraints If in the previous steps a constraint has been broken, go back to step 1 Identify the System’s Constraints Prioritize by impact on the goal – otherwise too much trivia Specifically identify the active constraint Find a numeric capacity value if possible Decide how to exploit the system’s constraints Find ways to maximize output of bottlenecks – aka active constraints Find ways to offload and maximize effectiveness of this resource Subordinate everything else to the above decision Priorities for _________ _________ _________ Do you need to run other resources at full capacity? Elevate the system’s constraints Can you… Increase the capacity of the bottleneck? Speed up? Add more available time? Reduce setup time and other downtime? Cut the constraint resource out of some processes? Use alternate resources? Improve the effectiveness Inspection prior to bottleneck? Can we break the constraint? If in the previous steps a constraint has been broken, go back to step 1 Once you break the critical / active constraint there will be a new one Find the new on