tailieunhanh - Lecture Operations management for competitive advantage (11/e) - Chapter 18: Synchronous manufacturing and theory of constraints

According to Dr. Goldratt, synchronous manufacturing refers to the entire production process working together in harmony to achieve the goals of the firm. Synchronous manufacturing logic attempts to coordinate all resources so that they work together and are in harmony or are "synchronized." The goal is on total system performance, not on localized measures such as labor or machine utilization. | Chapter 18 Synchronous Manufacturing and Theory of Constraints Goldratt’s Rules Goldratt’s Goal of the Firm Performance Measurement Capacity and Flow issues Synchronous Manufacturing OBJECTIVES 2 Goldratt’s Rules of Production Scheduling Do not balance capacity balance the flow The level utilization of a nonbottleneck resource is not determined by its own potential but by some other constraint in the system Utilization and activation of a resource are not the same An hour lost at a bottleneck is an hour lost for the entire system An hour saved at a nonbottleneck is a mirage 5 Goldratt’s Rules of Production Scheduling (Continued) Bottlenecks govern both throughput and inventory in the system Transfer batch may not and many times should not be equal to the process batch A process batch should be variable both along its route and in time Priorities can be set only by examining the system’s constraints and lead time is a derivative of the schedule 5 Goldratt’s Theory of Constraints (TOC) | Chapter 18 Synchronous Manufacturing and Theory of Constraints Goldratt’s Rules Goldratt’s Goal of the Firm Performance Measurement Capacity and Flow issues Synchronous Manufacturing OBJECTIVES 2 Goldratt’s Rules of Production Scheduling Do not balance capacity balance the flow The level utilization of a nonbottleneck resource is not determined by its own potential but by some other constraint in the system Utilization and activation of a resource are not the same An hour lost at a bottleneck is an hour lost for the entire system An hour saved at a nonbottleneck is a mirage 5 Goldratt’s Rules of Production Scheduling (Continued) Bottlenecks govern both throughput and inventory in the system Transfer batch may not and many times should not be equal to the process batch A process batch should be variable both along its route and in time Priorities can be set only by examining the system’s constraints and lead time is a derivative of the schedule 5 Goldratt’s Theory of Constraints (TOC) Identify the system constraints Decide how to exploit the system constraints Subordinate everything else to that decision Elevate the system constraints If, in the previous steps, the constraints have been broken, go back to Step 1, but do not let inertia become the system constraint 5 Goldratt’s Goal of the Firm The goal of a firm is to make money 4 Performance Measurement: Financial Net profit an absolute measurement in dollars Return on investment a relative measure based on investment Cash flow a survival measurement 5 Performance Measurement: Operational 1. Throughput the rate at which money is generated by the system through sales 2. Inventory all the money that the system has invested in purchasing things it intends to sell 3. Operating expenses all the money that the system spends to turn inventory into throughput 6 Productivity Does not guarantee profitability Has throughput increased? Has inventory decreased? Have operational expenses decreased? 7 Unbalanced Capacity In .