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Chapter 18 Synchronous Manufacturing and the Theory of Constraints

Chapter 18 Synchronous Manufacturing and the Theory of Constraints. Goldratt’s Rules Goldratt’s Goal of the Firm Performance Measurement. Goldratt’s Rules of Production Scheduling. Do not balance capacity balance the flow.

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Chapter 18 Synchronous Manufacturing and the Theory of Constraints

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  1. Chapter 18Synchronous Manufacturing and the Theory of Constraints • Goldratt’s Rules • Goldratt’s Goal of the Firm • Performance Measurement

  2. Goldratt’s Rules of Production Scheduling • Do not balance capacity balance the flow. • The level utilization of a nonbottleneck resource is not determined by its own potential but by some other constraint in the system. • Utilization and activation of a resource are not the same. • An hour lost at a bottleneck is an hour lost for the entire system. • An hour saved at a nonbottleneck is a mirage.

  3. Goldratt’s Rules of Production Scheduling (Continued) • Bottlenecks govern both throughput and inventory in the system. • Transfer batch may not and many times should not be equal to the process batch. • A process batch should be variable both along its route and in time. • Priorities can be set only by examining the system’s constraints. Lead time is a derivative of the schedule.

  4. Goldratt’s Theory of Constraints (TOC) • Identify the system constraints. • Decide how to exploit the system constraints. • Subordinate everything else to that decision. • Elevate the system constraints. • If, in the previous steps, the constraints have been broken, go back to Step 1, but do not let inertia become the system constraint.

  5. Goldratt’s Goal of the Firm The goal of a firm is to make money.

  6. Performance Measurement:Financial • Net profit • Return on investment • Cash flow

  7. Performance Measurement:Operational • 1. Throughput • 2. Inventory • 3. Operating expenses

  8. Productivity • Does not guarantee profitability • Has throughput increased? • Has inventory decreased? • Have operational expenses decreased?

  9. Unbalanced Capacity • In earlier chapters, we discussed balancing assembly lines. • Synchronous manufacturing views constant workstation capacity as a bad decision.

  10. Process Time (A) Process Time (B) The Statistics of Dependent Events • Rather than balancing capacities, the flow of product through the system should be balanced.

  11. Capacity Related Terminology • Capacity is the available time for production. • Bottleneck is what happens if capacity is less than demand placed on resource. • Nonbottleneck is what happens when capacity is greater than demand placed on resource. • Capacity-constrained resource (CCR) is a resource where the capacity is close todemand placed on the resource.

  12. Time Components of Production Cycle • Setup time is the time that a part spends waiting for a resource to be set up to work on this same part. • Process time is the time that the part is being processed. • Queue time is the time that a part waits for a resource while the resource is busy with something else.

  13. Time Components of Production Cycle (Continued) • Wait time is the time that a part waits not for a resource but for another part so that they can be assembled together. • Idle time is the unused time. It represents the cycle time less the sum of the setup time, processing time, queue time, and wait time.

  14. Bottleneck (Drum) A B C D E F Market Inventory buffer (time buffer) Communication (rope) Exhibit 17.9 Drum, Buffer, Rope

  15. Quality Implications • More tolerant than JIT systems • Except for the bottleneck

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