Implementation of Theory Of Constraints - TOC theory in manufacturing. The challenges faced by the plant. The figures before the implementation and the result.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
SMED (Single-Minute Exchange of Dies) is a system for reducing equipment changeover time in manufacturing. The essence of the SMED system is to convert as many changeover steps as possible to “external” (performed while the equipment is running), and to simplify and streamline the remaining steps.
SMED – It is a method of reducing time in total equipment changeover.
SMED is the term used to represent the Single Minute Exchange of Die or setup time that can be counted in a single digit of minutes. Its goal is to reduce the setup time from hours down to less than 10 minutes
It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product.
cells are dedicated to produce similar products or a family of parts.
A manufacture cell produces parts, one at a time, following the sequence of the machines and operations in a lean flow.
It is an application of Group Technology in Manufacturing
Cellular layout helps us in increasing the productivity with minimizing the cost.
It is the latest technique to minimize the cost and increase the profits without affecting the organization. The concept of LEAN management.
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
SMED (Single-Minute Exchange of Dies) is a system for reducing equipment changeover time in manufacturing. The essence of the SMED system is to convert as many changeover steps as possible to “external” (performed while the equipment is running), and to simplify and streamline the remaining steps.
SMED – It is a method of reducing time in total equipment changeover.
SMED is the term used to represent the Single Minute Exchange of Die or setup time that can be counted in a single digit of minutes. Its goal is to reduce the setup time from hours down to less than 10 minutes
It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product.
cells are dedicated to produce similar products or a family of parts.
A manufacture cell produces parts, one at a time, following the sequence of the machines and operations in a lean flow.
It is an application of Group Technology in Manufacturing
Cellular layout helps us in increasing the productivity with minimizing the cost.
It is the latest technique to minimize the cost and increase the profits without affecting the organization. The concept of LEAN management.
Every Media Works [www.everymediaworks.com] is a Creative Design Agency, that Creates State of the Art Business Presentation and other Multimedia Creative Content for its Clients. Here is one of the Business Presentation that we have Created for SandFits Foundries Pvt. Ltd. Disclaimer : This is for Demonstrative Purposes and not to be used for Commercial Purposes. The Content is Copyrighted to SandFits Foundries Pvt. Ltd. and the usage of Contents can solely be done with discretion of the Content Owner and SandFits Foundries Pvt. Ltd..
Automation for Horizontal Plastic Injection Moulding industries at to pick and place sprue (plastic waste) from plastic IMM to granulator within 8 sec reducing cycle time and thus enhancing productivity.Robot works on electro-pneumatic circuit operated by C programmed micro-controller.Design was validated in CATIA V5. The model works on 2 to 4 bar pressure air compressor with flow controlled.The model was designed for 40 to 65 ton machines. Different existing models were studied, industrial survey of 14 companies was done and by design synthesis, swing arm horizontal prototype was made with 1/2 kg payload for sprue.The robust mild steel body had miter bevel gear for power transmission and Teflon slider on aluminium arm.
The best design innovation was that through gravity use, gripper wrist rotation and vertical descend stroke for sprue release was eliminated in motion sequence by adopting swing arm horizontal robot configuration instead of conventional swing arm vertical movement. Also, effective trajectory planning for swing arm cylinder was done.
100 ton per day dri plant details and some details of rolling mill.pptxDineshNaik75
*must read.
1- all equipment details is available.
2-full process of how to material enter and dispatch .3- some bearing number is mention area wise .
4-equipment working principle is written .
5-this presentation only for grow knowledge .
thanking you........
regards.....
Dinesh naik
**
SOME DETAILS ABOUT ROLLING MILL ASSO . ......................................................................................................................................................................................................................................................................................................................................................
*must read.
1- all equipment details is available.
2-full process of how to material enter and dispatch .3- some bearing number is mention area wise .
4-equipment working principle is written .
5-this presentation only for grow knowledge .
thanking you........
regards.....
Dinesh naik
This is my last year Diploma project, Coolant separator. The very basic principle of this project is to remove the coolant and make it dry. It is based on the principle of spin of washing machine.
248B CATERPILLAR SKID STEER LOADER SERVICE REPAIR MANUAL SCLManual Labs
This 248B CATERPILLAR SKID STEER LOADER SERVICE REPAIR MANUAL SCL is an invaluable tool for technicians, offering 247 pages of detailed service and repair information. It provides comprehensive coverage of all maintenance and repair topics, making it an excellent solution for professionals and DIYers alike.
Similar to Theory of Constraints- A Case study (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. PRESENTED BY: KHUSHBOO CHOUDHARY
IMPLEMENTATION OF THEORY OF
CONSTRAINTS (TOC) IN PRODUCTION
3. THE CASE STUDY FIRM: KEY FACTS
THE FIRM: A start-up
Deals in
• SHEET METAL
• ALUMINIUM EXTRUSIONS
Sheet metal includes
• Automobile chassis, UPS and invertor chassis and cabinets
• Refrigerating , silencers , leg guards
Aluminum extrusions includes
• Heat sinks, panels
Vendors/ Partners
• Valco India ltd, Indo alusys, Bhushan steels,BALCO, Jindal Steels, Tata
Steels
Sales & distributes
• Schneider electric, Luminous Power technologies, Zenus powers,Tata
motors, Voltas, Ashoka Leyland , Scooter India.
4.
5. FOCUS AREA: Taking HEAT SINK
Manufacturing Unit into Consideration
HEAT INDULGENCE?!
Heat indulgence techniques are the prime concern to remove the
waste heat produced by Electronic Devices, to keep them within
permitted operating temperature limits. Heat indulgence techniques
include heat sinks, fans for air cooling, and other forms of cooling
such as liquid cooling. Heat produced by electronic devices and
circuitry must be self-indulgent to improve reliability and prevent
premature failure. Integrated circuits such as CPUs, chipset, graphic
cards, and hard disk drives are susceptible to temporary malfunction
or permanent failure if overheated.
6. ECOVOLT HEATSINKS
851-153403450010, 851-0001, 851-0002 are the three different types of
heat sinks they are mounted on 666 PCB plate of ecovolt inverter of
luminous power technologies in the ratio of 2:1:1. All the three heat sinks
are having common front and bottom operations; they can be distinguished
by their top operations. As 851-153403450010 has no operations on top
while 851-0001 has three holes on top two are M4 holes and one is M3.
Similarly 851-0002 has two M4 holes on top.
14. Figures before the implementation of TOC
32750
26880 28480
October November December
No.of 851-0001 heatsinks
produced
No.of 851-0001 heatsinks produced
Ecovolt 851-0001 monthly production.
Month
No.of 851-0001
heatsinks
produced
Rate value
October 32750 20.35 666436.00
November 26880 20.01 537868.80
December 28480 19.66 559916.80
35040
26240 27840
October November December
No. of 851-0002
heatsinks produced.
No. of 851-0002 heatsinks
produced.
Ecovolt 851-0002 heat sinks
Months
No. of 851-0002 heat
sinks produced.
Rate Value
October 35040 19.76 692222.40
November 26240 19.47 511022.40
December 27840 19.11 532022.40
15. 73880
46060
58880
October November December
No of 851-153403450010 heatsink produced
No of 851-153403450010 heatsink produced
Ecovolt heatsink 851-153403450010
Month No of 851-153403450010 heatsink produced Rate Value
October
73880 18.61 1374906.80
November
46060 18.25 840600.60
December
58880 17.91 1054540.80
16. The CHALLENGES we face.
Slow throughput
Less productive
High non-operating expenses
Incomplete purchase order
Inventories deposition near 6-
spindle tapping machine of
851-153403450010 line.
Slow productive rate due to
poor synchronization between
manual machines and
automatic SPM machines.
17. What is Theory of constraint(TOC) ?
Identify - the system constraint(s)
Exploit - the system constraint(s)
Subordinate - the system constraint(s)
Elevate – the system constraint(s)
Go back to step 1 if bottleneck fails
18. Main causes of slow throughput:
The center distance between 3 holes in front portion is 13mm. but our existing spindles
are not able to adjust lesser than 14mm, that’s why we do 1st and 3rd hole of front portion
and two holes of bottom portion at a time. For the 2nd hole we need extra machine and
labor.
(Note-1:- All three parts are having same front and bottom operations.)
(Note-2:- We use compounded fixtures in which we can perform two operations at a time one
is at front and another one is at bottom).
First we place unprocessed part in first block, then after the completion of operation we
take it out and place in second block like this we can perform two operations at time.
20. Elimination
The problem can be eliminated only when we can adjust our spindles at
the center distance of 13mm.
Grind our spindles 0.3mm from both the sides
Remove the capping ring placed over the bearing.
Before Grinding After Grinding
21. Modification done
By doing these modifications we are able to adjust our spindles at
the center distance of 13mm and we can save 4 persons from each
production line.
PRODUCTION LINE:-
In both 851-0001 and 851-0002 heat sinks
Before:-
After:-
6-spindle
drilling
2-spindle
drilling
6-spindle
tapping
manual M4
drilling
manual M3
drilling
chamfering
manual M4
tapping
manual M3
tapping
6-spindle
drilling
2-spindle
drilling-M4
holes
6-spindle
tapping
2-spindle
tapping-M4
holes
manual M3
drilling
chamfering
22. In 851-0002
Before:-
After:-
2 spindle machine is vacant now. This we can save two operators
and reduce the non operating expenses. By using automatic
machines instead of manual we can reduce the WIP inventory.
6-spindle
drilling
2-spindle
drilling
6-spindle
tapping
manual M4
drilling
chamfering
manual M4
tapping
6-spindle
drilling
2-spindle
drilling-
M4holes
6-spindle
tapping
2-spindle
tapping-M4
holes
23. In 851-153403450010
Before:-
Line 1
Line 2
Two 6 spindle drilling machines and two 2 spindle drilling machines
for drilling holes. But only one 6-spindle drilling machine for tapping
6-spindle
drilling
2-spindle
drilling
6-spindle
tapping
chamfering
6-spindle
drilling
2-spindle
drilling
24. After:-
Line 1
Line 2
we used our vacant operator for running one extra 6-spindle tapping
machine for converting all WIP inventories into FG’s.
6-spindle
drilling
6-spindle
tapping
chamfering
6-spindle drilling 6-spindle tapping
25. Figures after the implementation of TOC
Ecovolt 851-0001 monthly production.
Month
No.of 851-0001 heat sinks
produced
Rate value
October 32750 20.35 666436.00
November 26880 20.01 537868.80
December 28480 19.66 559916.80
Expected 50000 19.66
983000.00
32750 26880 28480
50000
October November December january(till 29th)
No.of 851-0001 heatsinks produced
No.of 851-0001 heatsinks produced
26. Ecovolt 851-0002 heatsinks
Months No. of 851-0002 heatsinks produced. Rate Value
October 35040 19.76 692222.40
November 26240 19.47 511022.40
December 27840 19.11 532022.40
Expected 50000 19.11 955500.00
35040
26240 27840
50000
October November December january(till 29th)
No. of 851-0002 heatsinks produced.
No. of 851-0002 heatsinks produced.
27. Ecovolt heatsink 851-153403450010
Month No of 851-153403450010 heatsink produced Rate Value
October
73880 18.61 1374906.80
November
46060 18.25 840600.60
December
58880 17.91 1054540.80
Expected
100000 17.91 1791000.00
73880
46060
58880
100000
October November December january(till 29th)
No of 851-153403450010 heatsink produced
No of 851-153403450010 heatsink produced
28. Rate of production : A comparison
Rate of production per shift. (Before)
Part code
No.of parts/
shift
WIP
No. of operators
required
No.of machines required
No.of
working days
Mothlty
production
capacity
Price
rate/Part
Total
value
Operator's/
month
wages
Total wage
value given
Net value
Manual SPM
851-0001 2000 500 8 5 3 20 40000
19.66 786400 7045 56360 730040
851-0002 2000 500 6 3 3 20 40000
19.11 764400 7045 42270 722130
851-
153403450010
4000 1000 6 1 5 20 80000
17.91 1432800 7045 42270 1390530
Total 2842700
29. Rate of production per shift. (After)
Part code
No.of parts/
shift
WIP
No. of operators
required
No.of machines required
No.of
working days
Mothlty
production
capacity
Price
rate/Part
Total
value
Operator's/
month
wages
Total wage
value given
Net value
Manual SPM
851-0001 2500 0 6 2 4 20 50000
19.66 983000 7045 42270 940730
851-0002 2500 0 4 1 4 20 50000
19.11 955500 7045 28180 927320
851-
153403450010
5000 0 5 1 4 20 100000
17.91 1791000 7045 35225 1755775
Total 3623825
Profit Value 781125
30. Goal Achieved!
Proper utilization
Synchronized form
Increased throughput
Completion of purchase order
Operator saved:
o In 851-153403450010:- 1
o In 851-0001:- 2
o In 851-0002:- 2