1 / 23

The Theory of Constraints

The Theory of Constraints. Now that we know the Goal, how do we use it to improve our system?. The Theory of Constraints. Step 1: Identify the system's constraint(s). Step 2: Decide how to exploit the system's constraint(s). Step 3: Subordinate everything else to the decisions of Step 2.

keira
Download Presentation

The Theory of Constraints

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Theory of Constraints Now that we know the Goal, how do we use it to improve our system? Paul A. Jensen Operations Research Models and Methods Copyright 2004 - All rights reserved

  2. The Theory of Constraints • Step 1: Identify the system's constraint(s). • Step 2: Decide how to exploit the system's constraint(s). • Step 3: Subordinate everything else to the decisions of Step 2. • Step 4: Elevate the system's constraint(s). • Step 5: If a constraint is broken in Step 4, go back to Step 1.

  3. Step 1: Identify the system’s constraint(s). • What is the Goal? • What is Throughput? • What is Inventory? • What is Operating Expense?

  4. Step 2: Decide how to exploit the system’s constraint(s). • What is the constraint? • How do we get as much throughput as possible?

  5. Step 3: Subordinate everything else to the decisions of Step 2 • Throughput? • Inventory? • Operating Expense?

  6. Step 4: Elevate the system’s constraint(s). • Throughput? • Inventory? • Operating Expense?

  7. Step 5: If a constraint is broken in Step 4, go back to Step 1. • What might happen if the constraint is elevated?

  8. Summary: The Theory of Constraints • Step 1: Identify the system’s constraint(s). • Step 2: Decide how to exploit the system’s constraint(s). • Step 3: Subordinate everything else to the decisions of Step 2. • Step 4: Elevate the system’s constraint(s). • Step 5: If a constraint is broken in Step 4, go back to Step 1.

  9. Application in Manufacturing

  10. Step 1: Identify the system’s constraint(s). • What is the Goal? • What is Throughput? • What is Inventory? • What is Operating Expense?

  11. To Identify the Resource Constraint • Compute the load on each production resource assuming market demands. • Compare the resource loads with the resource capacities. • Those resources for which the loads exceed the capacities are constraints (bottlenecks). • If no production resource load exceeds its capacity, • the market demands are the constraints. • the constraints are external to the manufacturing system.

  12. Compute the loads and compare with capacities. • Production P=100, Production Q=50 • A: Load =2000, Capacity = 2400 Minutes • B: Load =3000, Capacity = 2400 Minutes • C: Load =1750, Capacity = 2400 Minutes • D: Load =1250, Capacity = 2400 Minutes • What is the constraint?

  13. Step 2: Decide how to exploit the system’s constraint(s).

  14. Exploiting the constraint • Assume a single constraint is identified. • Rank the products in order of the ratio: • Throughput dollars per minute of constraint use. • Select the product mix so that the products with greater ratios are produced in preference to the products with smaller ratios. • What goal is this method trying to achieve? • How does this method achieve the goal?

  15. What and how much to produce? • P: TP/Unit = 45, B Min/Unit=15 • Q: TP/Unit = 60, B Min/Unit=30

  16. Calculate Solution • Produce as much P as possible • Use the remainder of the constraint resource for Q • What is the profit for this product mix?

  17. Step 3: Subordinate everything else to the decisions of Step 2.

  18. Subordinating Production • Production P=100, Production Q=30 • A: Load =1800, Capacity = 2400 Minutes • B: Load =2400, Capacity = 2400 Minutes • C: Load =1650, Capacity = 2400 Minutes • D: Load =1150, Capacity = 2400 Minutes • What determines the load on the non-constraints?

  19. Step 4: Elevate the system’s constraint(s). • Where should process improvements be focused? • What is the benefit of elevating the constraint? • What is the benefit of elevating a non-constraint?

  20. Step 5: If a constraint is broken in Step 4, go back to Step 1. • What might happen if the constraint is elevated? • What happens if there are no more internal constraints?

  21. Say we add another machine of type B. • Production P=100, Production Q=50 • A: Load =2000, Capacity = 2400 Minutes • B: Load =3000, Capacity = 4800 Minutes • C: Load =1750, Capacity = 2400 Minutes • D: Load =1250, Capacity = 2400 Minutes • How much should we produce? • What is the new constraint? • How do we elevate the new constraint?

  22. Summary: The Theory of Constraints • Step 1: Identify the system’s constraint(s). • Step 2: Decide how to exploit the system’s constraint(s). • Step 3: Subordinate everything else to the decisions of Step 2. • Step 4: Elevate the system’s constraint(s). • Step 5: If a constraint is broken in Step 4, go back to Step 1.

More Related