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Office_TOC_sample Office_TOC_sample Presentation Transcript

  • Lean Office - Theory of Constraints Superfactory Excellence Program™ www.superfactory.com © 2005 Superfactory™. All Rights Reserved.
  • Outline
    • Introduction to Constraints
    • Five Steps Of Theory of Constraints
    • Drum Buffer Rope
    • Issues with TOC
    • Measurements & Financial Issues
    © 2005 Superfactory™. All Rights Reserved.
  • Five Steps Of TOC
    • Identifying the constraint
    • Decide how to exploit the constraint
    • Subordinate everything else to the decision in step 2
    • Elevate the constraint
    • Go back to step 1, but avoid inertia
    © 2005 Superfactory™. All Rights Reserved. View slide
  • Drum Buffer Rope
    • Drum-Buffer-Rope for Process Control
      • Drum : The Pace Setting Resource - constraint
      • Buffer : The amount of protection in front of the resource
      • Rope : The scheduled staggered release of material to be in line with the Drum’s schedule.
    © 2005 Superfactory™. All Rights Reserved. 60 70 40 60 Constraint (Drum) Rope Buffer A Pull System View slide
  • Throughput (“T”)
    • The rate at which the system generates money through sales. (Or, the money coming into the organization.)
    • Building inventory is not throughput
    • Only $ generated by the system get counted; e.g., raw materials and purchased parts are not throughput.
    • T = Selling Price - Materials
    © 2005 Superfactory™. All Rights Reserved.
  • TOC, TQM and JIT
    • All 3 methods attempt to reduce variation and recognize the interdependencies.
    • Statistical process control is emphasized in the quality area to help identify ways to reduce variations.
    • Cells are used to reduce the dependencies „..U cell configurations , where one worker is moving with the processed piece from one machine to another“
    • Predetermined schedules, in TOC, reduce both statistical fluctuation and dependent resources.
    © 2005 Superfactory™. All Rights Reserved.