This seminar presentation provides an overview of the Theory of Constraints (TOC). It discusses how TOC was developed by Eliyahu Goldratt in the 1980s and explains the key aspects of TOC, including: identifying the constraint that limits a system from achieving its goal, exploiting the constraint, subordinating all other processes to the constraint, elevating the constraint, and then repeating the process for the new constraint. It also summarizes a case study where TOC was applied to an electromechanic factory facing capacity constraints and helped increase productivity. The presentation covers TOC tools like the five focusing steps, drum-buffer-rope scheduling, and thinking processes to help identify and remove constraints.
Theory of constraints was developed by Eli Goldratt 1984.
He based this management theory that every system has at least one constraint limiting it from getting more of what it strives for.
Theory of constraints was developed by Eli Goldratt 1984.
He based this management theory that every system has at least one constraint limiting it from getting more of what it strives for.
X‾ -R Chart maximum utilization of information available from data & provide detailed information in process average & variation for control of individual dimensions.
Assignment Chapter - Q & A Compilation by Niraj ThapaCA Niraj Thapa
My name is Niraj Thapa. I have compiled Assignment Chapter including SM, PM & Exam Questions of AMA.
You feedback on this will be valuable inputs for me to proceed further.
The Theory of Constraints is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.
What is cycle time in the manufacturing processMRPeasy
Cycle time is often confused with throughput time and takt time, but it is nevertheless a separate manufacturing performance indicator used to measure the duration of specific production processes and to get vital insight into your production efficiency.
Read more from here.
#throughputtime #cycletime #keyperformanceindicators #productionefficiency #mrpeasy #manufacturing #manufacturingsoftware #mrpsystem #erpsystem #manufacturingprocess
Importance statistical methods in QC,
Measurement of statistical control variables and attributes,
Pie charts, Bar charts / Histograms, Scatter diagrams, Pareto chart, GANT charts, Control charts, X chart, X bar charts
R charts, P charts, NP charts their preparation, analysis and applications, Elementary treatment on modern SQC tools
Bottleneck Analysis Theory Of Constraints (TOC)Self-employed
The theory of constraints (TOC) is an overall management philosophy introduced by Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to help organizations continually achieve their goals. Goldratt adopted the concept with his book Critical Chain, published 1997. The concept was extended to TOC with respectively titled publication in 1999.
An earlier propagator of the concept was Wolfgang Mewes in Germany with publications on power-oriented management theory (Machtorientierte Führungstheorie, 1963) and following with his Energo-Kybernetic System (EKS, 1971), later renamed Engpasskonzentrierte Strategie as a more advanced theory of bottlenecks. The publications of Wolfgang Mewes are marketed through the FAZ Verlag, publishing house of the German newspaper Frankfurter Allgemeine Zeitung. However, the paradigm Theory of constraints was first used by Goldrat.
method study is the branch of an industrial Engg. specially the sub branch of mechanical engg.
those who r the college students of engg. specially mechamnical 8mechanical can download this .it is very helpful for presentation purpose
Capacity planning is a long-term decision that establishes a firm's overall level of resources. Capacity decisions affect the production lead time, customer responsiveness, operating cost and company ability to compete. Inadequate capacity planning can lead to the loss of the customer and business. Excess capacity can drain the company's resources and prevent investments into more lucrative ventures. The question of when capacity should be increased and by how much are the critical decisions. Failure to make these decisions correctly can be especially damaging to the overall performance when time delays are present in the system.
X‾ -R Chart maximum utilization of information available from data & provide detailed information in process average & variation for control of individual dimensions.
Assignment Chapter - Q & A Compilation by Niraj ThapaCA Niraj Thapa
My name is Niraj Thapa. I have compiled Assignment Chapter including SM, PM & Exam Questions of AMA.
You feedback on this will be valuable inputs for me to proceed further.
The Theory of Constraints is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.
What is cycle time in the manufacturing processMRPeasy
Cycle time is often confused with throughput time and takt time, but it is nevertheless a separate manufacturing performance indicator used to measure the duration of specific production processes and to get vital insight into your production efficiency.
Read more from here.
#throughputtime #cycletime #keyperformanceindicators #productionefficiency #mrpeasy #manufacturing #manufacturingsoftware #mrpsystem #erpsystem #manufacturingprocess
Importance statistical methods in QC,
Measurement of statistical control variables and attributes,
Pie charts, Bar charts / Histograms, Scatter diagrams, Pareto chart, GANT charts, Control charts, X chart, X bar charts
R charts, P charts, NP charts their preparation, analysis and applications, Elementary treatment on modern SQC tools
Bottleneck Analysis Theory Of Constraints (TOC)Self-employed
The theory of constraints (TOC) is an overall management philosophy introduced by Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to help organizations continually achieve their goals. Goldratt adopted the concept with his book Critical Chain, published 1997. The concept was extended to TOC with respectively titled publication in 1999.
An earlier propagator of the concept was Wolfgang Mewes in Germany with publications on power-oriented management theory (Machtorientierte Führungstheorie, 1963) and following with his Energo-Kybernetic System (EKS, 1971), later renamed Engpasskonzentrierte Strategie as a more advanced theory of bottlenecks. The publications of Wolfgang Mewes are marketed through the FAZ Verlag, publishing house of the German newspaper Frankfurter Allgemeine Zeitung. However, the paradigm Theory of constraints was first used by Goldrat.
method study is the branch of an industrial Engg. specially the sub branch of mechanical engg.
those who r the college students of engg. specially mechamnical 8mechanical can download this .it is very helpful for presentation purpose
Capacity planning is a long-term decision that establishes a firm's overall level of resources. Capacity decisions affect the production lead time, customer responsiveness, operating cost and company ability to compete. Inadequate capacity planning can lead to the loss of the customer and business. Excess capacity can drain the company's resources and prevent investments into more lucrative ventures. The question of when capacity should be increased and by how much are the critical decisions. Failure to make these decisions correctly can be especially damaging to the overall performance when time delays are present in the system.
Implementation of Theory Of Constraints - TOC theory in manufacturing. The challenges faced by the plant. The figures before the implementation and the result.
Presentation I gave on Theory of Constraints - Management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints» – wikipedia.
Introduced by Eliyahu M. Goldratt in his 1984 book titled «The Goal».
Constraint – anything that prevents system from achieving its goal. External or internal.
Insights into a methodology to detect and remove constraints using the modern way. Also known as bottlenecks in the manufacturing industry. Lightly refers to the Five Focusing Steps in E. M. Goldratt's, The Goal.
Power point presentation on Theory of Constraints by students of Symbiosis Institute of Operations Management (SIOM), to give you insights to find out bottlenecks and continuous improvements of the process.
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
Improving throughput with the Theory of Constraints and Queuing TheoryAndrew Rusling
Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them.
A p r i l 2 0 0 5 I S T R AT E G I C F I N A N C E 5 1A.docxransayo
A p r i l 2 0 0 5 I S T R AT E G I C F I N A N C E 5 1
A
re you familiar with the Theory of
Constraints (TOC)? Physicist Eliyahu
M. Goldratt introduced this manage-
ment technique in 1986 in the best-
selling novel The Goal. TOC is another
operation improvement technique centered on an innov-
ative decision-making process. Just like ABM, BPR, CI,
and TQM (Activity-Based Management, Business Process
Reengineering, Continuous Improvement, and Total
Quality Management), TOC is founded on its own phi-
losophy and has its own buzzwords. And like the other
operation improvement programs, TOC considers speed,
waste reduction, capacity, direct labor use, and the like
according to its own unique perspective. But its foremost
appeal is its simplicity. TOC is based on three logical,
straightforward premises:
1. The only reason that companies do anything is to
make money.
2. Anything that a company does to speed up the processes
that generate money is appropriate.
3. Each business operation is one big process with many
subprocesses.
According to TOC, companies that keep these three
things in mind will prosper.
T O C TA L K
TOC’s basic vocabulary emphasizes its philosophy and its
three performance measures. Throughput equals sales rev-
enue minus direct materials cost—it measures the speed
at which the company makes money. Inventory is the raw
materials value tied up in work in process and finished
goods. Large amounts of inventory are undesirable
because it means that the company has spent money for
production that hasn’t generated revenue yet. Operating
expenses are all of the costs of operations other than
direct materials costs. Under the Theory of Constraints,
operating expenses are fixed and therefore irrelevant to
any TOC decision. Of the three terms, throughput is the
most important. It tells the company that it is achieving
its goal of making money. Moreover, increases in
Business Management
TOCFOR YOU?IS
IF YOUR COMPANY IS CONSIDERING
THE THEORY OF CONSTRAINTS,
HERE ARE FIVE QUICK THINGS TO REMEMBER.
B Y L I N D A E . H O L M E S , C M A , A N D
A N N B . H E N D R I C K S , C M A , C P A
throughput mean that the rate at which the company is
making money is increasing.
P R O C E S S I M P R O V E M E N T P R O C E D U R E
According to Goldratt, there are five basic steps to opera-
tions improvement:
1. Identify the system’s constraint(s), and prioritize them
according to importance.
2. Exploit the system’s most critical constraint.
3. Subordinate everything else to the action taken in Step 2.
4. Elevate the system’s constraint(s).
5. Repeat Steps 1-4, focusing on the new constraint.
(These are paraphrased from The Goal, p. 307.)
What these steps accomplish are incremental improve-
ments in the operation as a whole. In Step 1, an assess-
ment of the entire process identifies the slowest
subprocess. This subprocess is called the constraint or the
bottleneck. Identifying the const.
Which of the following is not a problem definition tool from the operations c...ramuaa130
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1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
Which of the following is not one of the basic types of forecastingramuaa130
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1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
A simple project listing of five activities and their respective time estimat...yearstart1
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1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
A simple project listing of five activities and their respective time estimat...ramuaa124
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1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
In designing a lean production facility layout, a designer should do which of...ramuaa127
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1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
In an industry, Identify the SystemSolution .pdfamitbanik23
In an industry,
Identify the System
Solution
The theory of constraints (TOC) adopts the common idiom \"A chain is no stronger
than its weakest link\" as a new management paradigm. This means that processes,
organizations, etc., are vulnerable because the weakest person or part can always damage or
break them or at least adversely affect the outcome. The analytic approach with TOC comes
from the contention that any manageable system is limited in achieving more of its goals by a
very small number of constraints, and that there is always at least one constraint. Hence the TOC
process seeks to identify the constraint and restructure the rest of the organization around it,
through the use of five focusing steps. he five focusing steps Theory of constraints is based on
the premise that the rate of goal achievement by a goal-oriented system (i.e., the system\'s
throughput) is limited by at least one constraint. The argument by reductio ad absurdum is as
follows: If there was nothing preventing a system from achieving higher throughput (i.e., more
goal units in a unit of time), its throughput would be infinite — which is impossible in a real-life
system. Only by increasing flow through the constraint can overall throughput be increased.[1]
Assuming the goal of a system has been articulated and its measurements defined, the steps are:
Identify the system\'s constraint(s) (that which prevents the organization from obtaining more of
the goal in a unit of time) Decide how to exploit the system\'s constraint(s) (how to get the most
out of the constraint) Subordinate everything else to above decision (align the whole system or
organization to support the decision made above) Elevate the system\'s constraint(s) (make other
major changes needed to break the constraint) Warning!!!! If in the previous steps a constraint
has been broken, go back to step 1, but do not allow inertia to cause a system\'s constraint. [5]
The goal of a commercial organization is: \"Make money now and in the future\", and its
measurements are given by throughput accounting as: throughput, inventory, and operating
expenses. The five focusing steps aim to ensure ongoing improvement efforts are centered
around the organization\'s constraint(s). In the TOC literature, this is referred to as the process of
ongoing improvement (POOGI). These focusing steps are the key steps to developing the
specific applications mentioned below. [edit]Constraints A constraint is anything that prevents
the system from achieving more of its goal. There are many ways that constraints can show up,
but a core principle within TOC is that there are not tens or hundreds of constraints. There is at
least one and at most a few in any given system. Constraints can be internal or external to the
system. An internal constraint is in evidence when the market demands more from the system
than it can deliver. If this is the case, then the focus of the organization should be on discovering
that constraint and following .
An activity system map is which of the followingramuaa126
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1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
An activity system map is which of the followingyearstart2
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1.
Which of the following is a measure of operations and supply management efficiency used by Wall Street?
Dividend payout ratio
Receivable turnover
Current ratio
Financial leverage
Earnings per share growth
Water billing management system project report.pdfKamal Acharya
Our project entitled “Water Billing Management System” aims is to generate Water bill with all the charges and penalty. Manual system that is employed is extremely laborious and quite inadequate. It only makes the process more difficult and hard.
The aim of our project is to develop a system that is meant to partially computerize the work performed in the Water Board like generating monthly Water bill, record of consuming unit of water, store record of the customer and previous unpaid record.
We used HTML/PHP as front end and MYSQL as back end for developing our project. HTML is primarily a visual design environment. We can create a android application by designing the form and that make up the user interface. Adding android application code to the form and the objects such as buttons and text boxes on them and adding any required support code in additional modular.
MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software. It is a stable ,reliable and the powerful solution with the advanced features and advantages which are as follows: Data Security.MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software.
NO1 Uk best vashikaran specialist in delhi vashikaran baba near me online vas...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
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NUMERICAL SIMULATIONS OF HEAT AND MASS TRANSFER IN CONDENSING HEAT EXCHANGERS...ssuser7dcef0
Power plants release a large amount of water vapor into the
atmosphere through the stack. The flue gas can be a potential
source for obtaining much needed cooling water for a power
plant. If a power plant could recover and reuse a portion of this
moisture, it could reduce its total cooling water intake
requirement. One of the most practical way to recover water
from flue gas is to use a condensing heat exchanger. The power
plant could also recover latent heat due to condensation as well
as sensible heat due to lowering the flue gas exit temperature.
Additionally, harmful acids released from the stack can be
reduced in a condensing heat exchanger by acid condensation. reduced in a condensing heat exchanger by acid condensation.
Condensation of vapors in flue gas is a complicated
phenomenon since heat and mass transfer of water vapor and
various acids simultaneously occur in the presence of noncondensable
gases such as nitrogen and oxygen. Design of a
condenser depends on the knowledge and understanding of the
heat and mass transfer processes. A computer program for
numerical simulations of water (H2O) and sulfuric acid (H2SO4)
condensation in a flue gas condensing heat exchanger was
developed using MATLAB. Governing equations based on
mass and energy balances for the system were derived to
predict variables such as flue gas exit temperature, cooling
water outlet temperature, mole fraction and condensation rates
of water and sulfuric acid vapors. The equations were solved
using an iterative solution technique with calculations of heat
and mass transfer coefficients and physical properties.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Theory of constraints(toc) & its application in a manufacturing firm
1. A SEMINAR ON
Presented by-
SARANG SANJAY DESHMUKH
Department of Production Engineering
K. K. Wagh Institute of Engineering Education & Research
Nashik-42003
(2013 – 2014)
Guided by-
Prof. K.S. PATIL
2. TOC was developed by Dr. Eliyahu Goldratt, a Israeli physicist in the
mid 1980’s with his business novel The Goal.
Initially Dr. Eliyahu invented a software named OPT This software
package quickly and effectively scheduled production in even
complex environments by separating bottleneck and non-bottleneck
operations.
But as this was introduced under license hence many of its topics
were not clearly understood and couldn’t fetch the attention of
scientists.
Hence Dr. Goldratt published his book named as ‘The Goal’ in
1987, in which he suggested and explained TOC after which
TOC was widely implemented in various fields.
3. The Theory of Constraints is a
management policy which provides the determination of the factors
which limits a company reaching its objectives and the application of
necessary changes to remove these factors generally known as
constraints.
TOC drives manager to attack these constraints in order to reach the
company's primary goal-i.e. to make Money
TOC views System as Chain
Number of links together form a chain in similar manner as number
of elements are responsible for System’s formation.
TOC determines an element which limits the system progress and
suggest remedy for eliminating that element(Constraint).
4. A Constraint is anything that prevents the system from achieving
more of its goal. There are many ways that constraints can show up,
but a core principle within TOC is that there are not tens or hundreds
of constraints. There is at least one and at most a few constraint in
any given system.
Constraints can be internal or external to the system.
There is no choice in the matter of constraints; either you manage the
constraints or they manage you.
The constraint will determine the output of the system whether they
are acknowledged and managed, or not.
The system is as strong as its constraint's
5. TYPES OF
CONSTRAINTS
BEHAVIORAL
CONSTRAINT
Eg. Workers attitude, mental
state, mood, etc.
MANAGERIAL
CONSTRAINT
Eg. Management Policies.
CAPACITY
CONSTRAINT
Eg. When Demand > Actual
capacity.
MARKET
CONSTRAINT
Eg. When Demand < Actual
capacity.
LOGISTICAL
CONSTRAINT
Eg. Problems due to
Planning and control
system.
6. The TOC process seeks to identify the constraint and restructure the
rest of the organization around it, through the use of the
Five Focusing Steps:
1. Identify the Constraint
2. Exploit the Constraint
3. Sub ordinate everything
to the Constraint
4. Elevate the Constraint
5. Repeat for the new
Constraint
7. Drum-Buffer-rope scheduling method- The DBR process was designed as a means of
implementing the five-step process of continuous profit improvement. It is used to represent how a
factory should be scheduled based on TOC. The DBR methodology consists of three elements:
Drum
The drum is the schedule for the system’s constraint(s) and represents a portion of the
exploitation phase of the five-step improvement process. It is used to maximize the available
time of the constraint and to create the master production schedule (MPS). Like the bass
drum in a marching band, it is the drumbeat of the manufacturing facility. All other resources
produce in synchronization to the constraint’s schedule.
Buffer
The buffer is a time mechanism used to allow for those things that will go wrong, and it
determines the lead time for products from the gating operations. The buffer is equal to the
processing time plus the setup time plus an estimate of the aggregated amount of protective
time required to ensure that the product will get to the buffer origin when needed.
Rope
The rope is the synchronization mechanism for the other resources and consists of the release
schedule for all gating operations. Technically the rope is equal to the constraint schedule
date minus the buffer time. The release of material determines the timing for parts being
processed on the nonconstraint resources.
8. The thinking processes are a set of tools to help managers walk
through the steps of initiating and implementing TOC.
Tools of Thinking processes of TOC
TOOLS OF THINKING
PROCESS
Current
Reality
Tree(CRT)
Evaporating
cloud(EC)
Future Reality
Tree(FRT)
Transition
Tree
Prerequisite
Tree(PT)
What to
Change?
What to
Change to?
How to
Change?
9. FINANCIAL
MEASUREMENT
Net Profit- An absolute
measurement in rupees
Return on Investment- A
relative measurement based on
investment.
Cash Flow- Money coming in
VS money coming out
OPERATIONAL
MEASUREMENT
Throughput- Money flowing In
Rate at which a system generates
money through sales
Inventory- Money inside company
▪ Inventory refers to all the
money that the system has
invested in things that are
expected to be sold.
Operating Expenses- Money
flowing Out
▪ All the money a system
spends in turning inventory
into throughput
10. Potential for tremendous increases in productivity with minimal
changes to operations.
Most powerful and cost effective tool for increasing production
capacity.
Very simple to communicate and apply, making it ideal for shop floor
teams.
Great for fostering teamwork as different areas become aware of the
constraint and the need to work together to assist the constraint
process.
It provides immediate and very tangible benefits.
Allows growth of turnover/productivity without the need for
additional space or staff.
Provides a means to evaluate the true value of changes (using T, O, I),
and utilize this to select the best options, and drive the right
behavior/decisions.
11. The considerable length of training time required to achieve mastery
of the theory.
The considerable length of time required to complete the problem
identification and solving process.
The need for the cooperation and enthusiasm of all the people
involved with the problem, and
Its over reliance on group work.
12. Background-
• Case study was carried out in a Electromechanic factory located
in Istanbul.
• This factory is a supplier of keys.
• The problem face by the factory was that it was lacking in
manufacture of the required quantity of keys as demanded by
the company. i.e. The company's demand was 500quantity of
keys whereas this firms capacity was 450 quantity of keys in
given time.
• Then so as to increase productivity TOC was implemented and
results were as discussed below-
13. Step1. Identify the Constraint-
o This steps focuses on finding the constraints that limits the firms capacity.
o Hence , the table indicating firms current capacity was prepared.(refer table 1)
o From table the column current indicates current processing time of firm and the column Total indicates
the processing time required to produce 500 keys.
o It clearly shows that all other operation have required processing time less than the current processing
time, except the plastic injection machine.
o This indicates that the constraint is the Plastic injection machine
14. Step2 - Exploiting the Constraint
o The machine is continuously working even during meal breaks and other breaks.
o An operator works on machine every time so there is nothing to do on this phase, it’s
time to examine the next phase.
Step3- Subordinating everything else-
o In this step other resources are managed to get maximum efficiency at constraint point.
o But here it seems that plastic injection is the initial operation so late supply of raw
material was examined but there seemed no fault in it.
Step4 – Elevating the systems Constraints.
o The process of plastic injection was examined. From table it was observed that setup
time of plastic injection could be controlled.
o Hence a PLC(Programmable Logic control) system was used to reduce the setup time
of injection machine.
15. o The use of PLC system reduced the setup
time from 20mins to 1 min. And eventually
reduced the processing time of Plastic
Injection Machine to1hr. 26 mins.
The adjacent table shows the same.
Step5 –Back to Step 1
o As observed in table below the factory now
has its increased productivity and company's
demand is fulfilled.
o Now another constraint arises i.e. Market
constraint and hence back to step 1 to
eliminate it.
16. Hence with help of above case study we can conclude that
TOC, with its Five focusing steps and all of its related
philosophy including Thinking process and drum buffer-rope
scheduling method, provides an approaches for identifying and
exploiting bottlenecks in the organization.
These steps of TOC leads to improvements in operations,
decrease in lead time, decrease in cycle time, improves the
due date performance, throughput increases and eventually
contributes in improvement of the whole system.