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

2. 7 – 2 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Managing Constraints Constraints are factors that limit performance Capacity is the maximum rate of output Three types of constraints A bottleneck is any resource whose capacity limits the organization’s ability to meet volume, mix, or fluctuating demand requirements

3. 7 – 3 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Theory of Constraints TOC is a systematic management approach that focuses on actively managing those constraints that impede a firm’s progress toward its goal of maximizing profits and effectively using its resources It outlines a deliberate process for identifying and overcoming constraints TOC methods increase the firm’s profits by focusing on materials flow through the entire system

4. 7 – 4 Goldratt’s Goal of the Firm The goal of a firm is to make money

5. 7 – 5 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Theory of Constraints TABLE 7.1| HOW THE FIRM’S OPERATIONAL MEASURES RELATE TO ITS | FINANCIAL MEASURES Operational Measures TOC ViewRelationship to Financial Measures Inventory (I)All the money invested in a system in purchasing things that it intends to sell A decrease in I leads to an increase in net profit, ROI, and cash flow. Throughput (T)Rate at which a system generates money through sales An increase in T leads to an increase in net profit, ROI, and cash flows. Operating Expense (OE) All the money a system spends to turn inventory into throughput A decrease in OE leads to an increase in net profit, ROI, and cash flows. Utilization (U)The degree to which equipment, space, or workforce is currently being used, and is measured as the ratio of average output rate to maximum capacity, expressed as a percentage An increase in U at the bottleneck leads to an increase in net profit, ROI, and cash flows.

6. 7 – 6 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Theory of Constraints TABLE 7.2 | SEVEN KEY PRINCIPLES OF THE THEORY OF CONSTRAINTS 1.The focus should be on balancing flow, not on balancing capacity. 2.Maximizing the output and efficiency of every resource may not maximize the throughput of the entire system. 3.An hour lost at a bottleneck or a constrained resource is an hour lost for the whole system. In contrast, an hour saved at a nonbottleneck resource is a mirage because it does not make the whole system more productive. 4.Inventory is needed only in front of the bottlenecks in order to prevent them from sitting idle, and in front of assembly and shipping points in order to protect customer schedules. Building inventories elsewhere should be avoided. 5.Work, which can be materials, information to be processed, documents, or customers, should be released into the system only as frequently as the bottlenecks need it. Bottleneck flows should be equal to the market demand. Pacing everything to the slowest resource minimizes inventory and operating expenses. 6.Activating a nonbottleneck resource (using it for improved efficiency that does not increase throughput) is not the same as utilizing a bottleneck resource (that does lead to increased throughput). Activation of nonbottleneck resources cannot increase throughput, nor promote better performance on financial measures outlined in Table 7.1. 7.Every capital investment must be viewed from the perspective of its global impact on overall throughput (T), inventory (I), and operating expense (OE).

7. 7 – 7 Unbalanced Capacity Synchronous manufacturing views constant workstation capacity as a bad decision

8. 7 – 8 The Statistics of Dependent Events Rather than balancing capacities, the flow of product through the system should be balanced Process Time (B) Process Time (A) 10 6 8 10 12 14 Process Time (B) Process Time (A) 10 6 8 10 12 14 (Constant) (Variable) When one process takes longer than the average, the time can not be made up

9. 7 – 9 Capacity Related Terminology What is a Constraint?  Any factor that limits system performance and restricts its output. Capacity is the available time for production Bottleneck is what happens if capacity is less than demand placed on resource Nonbottleneck is what happens when capacity is greater than demand placed on resource Capacity-constrained resource (CCR) is a resource where the capacity is close to demand placed on the resource

10. 7 – 10 Saving Time Bottleneck Nonbottleneck What are the consequences of saving time at each process?  Rule: Bottlenecks govern both throughput and inventory in the system.  Rule: An hour lost at a bottleneck is an hour lost for the entire system.  Rule: An hour saved at a nonbottleneck is a mirage.  Rule: Bottlenecks govern both throughput and inventory in the system.  Rule: An hour lost at a bottleneck is an hour lost for the entire system.  Rule: An hour saved at a nonbottleneck is a mirage.

11. 7 – 11 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Theory of Constraints TOC involves the implementation of these five steps 1.Identify the System Bottleneck(s) 2.Exploit the Bottleneck(s)-create schedules that max. the throughput of the bottleneck 3.Subordinate All Other Decisions to Step 2-non- bottleneck resources should be scheduled to support the schedule of the bottleneck. 4.Elevate the Bottleneck(s)-increase the capacity of the bottleneck 5.Do Not Let Inertia Set In-steps 1-4 must be repeated.

12. 7 – 12 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Theory of Constraints Bottlenecks can both be internal or external to the firm and are typically a process or step with the lowest capacity Throughput time is the total elapsed time from the start to the finish of a job or a customer being processed at one or more workcenters A bottleneck can be identified in several different ways 1.If it has the highest total time per unit processed 2.If it has the highest average utilization and total workload 3.If a reduction of processing time would reduce the average throughput time for the entire process

13. 7 – 13 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Drum-Buffer-Rope Systems The bottleneck schedule is the drum because it sets the beat or the production rate for the entire plant and is linked to market demand The buffer is the time buffer that plans early flows into the bottleneck and thus protects it from disruption The rope represents the tying of material release to the drum beat, which is the rate at which the bottleneck controls the throughput of the entire plant

14. 7 – 14 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Drum-Buffer-Rope Systems BufferDrum Market Demand 650 units/wk Shipping Schedule Rope Shipping Buffer Finished Goods Inventory Nonconstraint PROCESS C Capacity 700 units/wk PROCESS B Capacity 500 units/wk (Bottleneck)Constraint Buffer Time Buffer Inventory Nonconstraint PROCESS A Capacity 800 units/wk Material Release Schedule Figure 7.3 – Drum-Buffer-Rope Systems

15. 7 – 15 Batch Sizes What is the batch size? One? Infinity?

16. 7 – 16 Comparing Synchronous Manufacturing to JIT JIT is limited to repetitive manufacturing JIT requires a stable production level JIT does not allow very much flexibility in the products produced

17. 7 – 17 Comparing Synchronous Manufacturing to JIT (Continued) JIT still requires work in process when used with kanban so that there is “something to pull” Vendors need to be located nearby because the system depends on smaller, more frequent deliveries

18. 7 – 18 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall.