Dependent Events and Statistical Fluctuations

Slides:

Advertisements

Similar presentations

THEORY OF CONSTRAINTS & DRUM – BUFFER - ROPE

Advertisements

Constraint Management

Short-term Capacity Optimization

Why we’re doing this together… We are here to focus on the packaging and delivery of the astonishing things that you do.

Line Balancing Problem A B C 4.1mins D 1.7mins E 2.7 mins F 3.3 mins G 2.6 mins 2.2 mins 3.4 mins.

Profitability and Risk Management 1 Theory of Constraints Let’s go back to the CVP model: What “constrains” your profit? If you can choose X to be arbitrarily.

Drum –Buffer-Rope Skorkovský Based on : R. Holt, Ph.D., PE.

7 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Constraint Management (Short-term Capacity Planning) 7.

Theory of Constraints Scheduling APICS PDM January 14, 2009.

Theory of Constraints Part II: TOC Concepts

Theory of Constraints. IF: Clients never changed their minds And Vendors always supply, whatever we ask for, on time, And We do not have any absenteeism.

4.0 CRITICAL CHANGE IN PROJECT MANAGEMENT 4.1 Why should there be need other methods for Project Management to replace or change? Given the level of project.

23–1. 23–2 Chapter Twenty-Three Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.

Chapter 18 Synchronous Manufacturing and the Theory of Constraints

STRATEGIC COST MANAGEMENT - BA122B – Spring 2009Slide 6-1 Theory of Constraints n The Concept n The Process n The Measures.

7 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Constraint Management 7 For Operations Management, 9e by Krajewski/Ritzman/Malhotra.

STRATEGIC COST MANAGEMENT - BA122B - Fall 2006Slide 6-1 Theory of Constraints n The Concept n The Process n The Measures.

© The McGraw-Hill Companies, Inc., Synchronous Manufacturing and Theory of Constraints.

Managing Costs and Revenues--MBA I--Spring Managing Costs & Revenues Professor William F. O’Brien, MBA, CPA Spring 2008.

8/27/04 Cut the Lot Size What can we do if the bottleneck has moved outside the plant?

Operations Scheduling. Scheduling in a Process-Focused Environment.

Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Manufacturing Planning and Control MPC 6 th Edition Chapter.

1 Slides used in class may be different from slides in student pack Chapter 18 Synchronous Manufacturing and the Theory of Constraints  Goldratt’s Rules.

Ricardo Ernst Top Management Program in Logistics & Supply Chain Management (TMPLSM) Production and Operations Management 6: Theory of Constraints.

IENG 451 Standardized Work. Benefits of Standardization – Process stability – stability means repeatability – Clear stop and start points for each process.

Introduction to the Theory of Constraints (TOC) & Critical Chain Project Management (CCPM) Major Mark McNabb.

Midterm Review SE503 Advanced Project Management.

 Copyright, Ansari, Bell, Klammer and Lawrence, Management Accounting: A Strategic Focus, Irwin-McGraw-Hill, THE THEORY OF CONSTRAINTS AND THROUGHPUT.

TOC 1 Theory Of Constraints. TOC 2 Theory of Constraints How does TOC differ from the conventional shop control theory? Throughput definition * Emphasis.

The Impact of Variability on Process Performance.

Drum –Buffer-Rope Based on : R. Holt, Ph.D., PE

The Goal A Process of Ongoing Improvement Eliyahu M. Goldratt and Jeff Cox.

Theory of constraints Slovak University of Technology Faculty of Material Science and Technology in Trnava.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1.

Synchronous Manufacturing and Theory of Constraints

The Theory of Constraints

© The McGraw-Hill Companies, Inc., Chapter 17 Synchronous Manufacturing and the Theory of Constraints.

A Process of Ongoing Improvement Eliyahu M. Goldratt and Jeff Cox

1 Session 18 Implementation of TOC at Tosoh, SMD Laura Blum Production and Inventory Control Manager.

1 Theory of Constraints Short-term Capacity Optimization.

Performance Measurement Financial

Theory of Constraints Part I: Introduction. Theory of Constraints (or TOC) Relatively recent development Looks at the practical aspect of making organizational.

Drum –Buffer-Rope Skorkovský Based on : R. Holt, Ph.D., PE.

8/24/04 Paul A. Jensen Operations Research Models and Methods Copyright All rights reserved Review Models and Analysis of Manufacturing Systems.

Drum –Buffer-Rope Based on : R. Holt, Ph.D., PE. Traditional Approach: Divide and Conquer Division of Labor breaks down linkages complex systems into.

Drum –Buffer-Rope Based on : R. Holt, Ph.D., PE. Traditional Approach: Divide and Conquer Division of Labor breaks down linkages complex systems into.

The Goal A Process of Ongoing Improvement Eliyahu M. Goldratt and Jeff Cox.

Constraint Management Chapter 7 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Supply Chain Customer Order Decoupling Point

Introduction to the Theory of Constraints (TOC) & Critical Chain Project Management (CCPM) Major Mark McNabb.

MEL751: Module on Theory of Constraints

McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved

MODULE 3 Manufacturing Methodologies

Synchronous Manufacturing and Theory of Constraints

Drum –Buffer-Rope Skorkovský Based on : R. Holt, Ph.D., PE.

The Theory of Constraints

Synchronous Manufacturing

Constraint Management

Raw Materials and Resources

Machine Requirements 8/24/04 Paul A. Jensen

Sample Key Points from The Goal

Outline Introduction to Constraints

Drum –Buffer-Rope Skorkovský Based on : R. Holt, Ph.D., PE.

SE503 Advanced Project Management

Goldratt's Theory of Constraints (TOC)

Drum –Buffer-Rope Based on : R. Holt, Ph.D., PE.

Theory of Constraints Part II: TOC Concepts

Theory of Constraint.

Synchronous Manufacturing and Theory of Constraints

Presentation transcript:

Dependent Events and Statistical Fluctuations Jonah: What is the combined effect of dependent events and statistical fluctuations? 8/27/04 Paul A. Jensen Operations Research Models and Methods Copyright 2004 - All rights reserved

Topics Dependent Events Statistical Fluctuations Drum, Buffer, Rope Scheduling

Dependent Events

What are dependent events?

What happens if we ask everyone to be efficient?

How can we control a system with dependent events? Step 1: Identify the system’s bottleneck Step 2: Exploit the system’s bottleneck Step 3: Subordinate everything else to the bottleneck

How can we improve a system with dependent events? Step 4: Elevate the system’s constraint.

Focus on the bottleneck What is time worth on the bottleneck? What is time worth on the non-bottlenecks?

What are the benefits of this process? Better process control Reduced inventories Reduced operating expenses Increased throughput

Concepts: Dependent Events Can we have bottlenecks in systems with independent events? What is a bottleneck? How do we control with a bottleneck? What are the benefits of this control? Where should we focus improvement efforts? Should we have a bottleneck?

Statistical Fluctuations

Should we balance the capacities in the line?

What is the effect of statistical fluctuation? Where is the bottleneck? How do we improve?

Jonah: Balance flow not capacity It is good to have a bottleneck? Control production through the bottleneck. Subordinate the production in nonbottlenecks to assure that the bottleneck is never delayed.

Concepts: Statistical Fluctuations What is the effect of statistical fluctuation? Is it good to balance the capacities in the line? Why is it helpful to have a bottleneck in the line?

Drum, Buffer, Rope Scheduling

What happens if Herbie cannot be put at the front of the line?

We need some way to control those who are in front of Herbie How about a drum? How about a rope? Where is the buffer?

What is the equivalent in the manufacturing system?

Drum, Buffer, Rope Scheduling System Drum: A schedule for the Constraint resource Rope: The time interval between when material is required at the constraint and the release of the raw material to the first station Buffer: The difference between the rope and the minimum time required in the stages preceding the constraint

A Cycle in the Production System

How does the rope affect the cycle time? What happens when we increase the rope? Do we want the rope large or small?

How does the cycle time affect work in process (inventory)? Work in Process = (cycle time)*(Flow Rate) Time in machine C = 12 minutes. Flow rate = (1/12) units per minute. Cycle time = 1500 minutes. Work in Process = (1/12) units per minute*1500 minutes = 125 Units.

How do we select the length (time) of the rope? Why would we like to keep the rope relatively long? Why would we like to keep the rope relatively short? Which is the most important effect?

Concepts (D, B, R) What is the drum? What is the rope? What is the buffer How do we select the length (time) of the rope?