Cover image for Beyond the theory of contraints : how to eliminate variation and maximize capacity
Title:
Beyond the theory of contraints : how to eliminate variation and maximize capacity
Personal Author:
Publication Information:
London : Taylor & Francis, 2007
Physical Description:
xi, 155 p. : ill. ; 23 cm.
ISBN:
9781563273704

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30000010169600 TS155 L484 2007 Open Access Book Book
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Summary

Summary

The basic principle of the Theory of Constraints (TOC) is the impossibility of running a balanced factory at 100 percent capacity. Variation in processing and material transfer times is the root cause of longer cycle times and higher inventories, which can hinder the ability to run a factory at full capacity.

In Beyond the Theory of Constraints , William Levinson challenges this basic principle by stating that variation in processing and material transfer times comes from special or assignable causes that can be eliminated through traditional quality management techniques. Even random or common-cause variation can be suppressed through lean manufacturing methods.

This compelling book:

Gives a complete overview of the Theory of Constraints and its impact on engineering and managerial economics Illustrates the effect of variation in processing and material transfer times, and shows why this variation prevents achievement of 100 percent utilization Describes methods for reducing variation in processing and material transfer times Discusses methods for increasing productivity and reducing cycle times - these are useful for elevating the constraint (increasing its capacity) and reduce variation

This book will teach business executives, managers, and technical professionals, including quality and manufacturing engineers, how to identify and remove variations and maximize capacity to achieve bottom-line results.


Author Notes

William A Levinson


Table of Contents

Prefacep. ix
1 The Theory of Constraintsp. 1
Implications: Managerial Economicsp. 2
Opportunity Costsp. 3
The Economic Impact of Stoppages in the Constraintp. 5
Performance Measurementsp. 6
Dysfunctional Performance Measurements and their Effectsp. 7
The Equipment Utilization Metricp. 11
Sunk Costsp. 12
The Return on Investment (ROI) Metricp. 13
Variable Costs in the Theory of Constraintsp. 14
Finding the Constraintp. 17
Linear Programmingp. 19
Simplex Methodp. 20
The Market Constraintp. 27
Contractual Requirements and Overtimep. 28
Summary: The Theory of Constraintsp. 29
2 Production Control: Pull versus Pig-Swallowingp. 33
Just-in-Time Production Controlp. 34
Synchronized Production and Takt Timep. 35
Kanban Systemsp. 39
Drum-Buffer-Ropep. 42
Buffer Managementp. 43
Simplified Market Pullp. 45
CONWIPp. 46
Statistical Throughput Controlp. 47
Flow: Keep the Work Movingp. 49
Flow Lines and Paced Linesp. 50
The Plug Flow Reactor: A Model for the Ideal Situationp. 50
The Flying Boxes: Flow at the Start of the 20th Centuryp. 52
Summary: Pull Production Controlp. 54
3 Variationp. 57
Variation Sourcesp. 57
"Waiting to Match" and Supply-Chain Dependencep. 59
Batchingp. 60
Quality and Reliability Problemsp. 61
Effects of Variation: The Matchsticks-and-Dice Exercisep. 62
Effect of Variance: Performance Characteristics of Single-Server Queuep. 67
Summary: Variationp. 70
4 Variation Reductionp. 73
Subdivision of Laborp. 73
Value Stream Analysisp. 77
Workflow Analysisp. 78
Cycle Time Accountingp. 80
"Five Whys" Techniquep. 82
Single-Unit Processingp. 84
Process Batching and Transfer Batchingp. 84
Batching Increases Cycle Time and Variationp. 85
Parallel Process Batch Processes Are Harder to Controlp. 87
Alternatives to Batch Processingp. 88
Single-Minute Exchange of Diep. 90
Military Origins of SMEDp. 92
Split-Thread Bolts and Quick-Clamping Flangesp. 95
Work Cells and Unitary Machinesp. 97
Spaghetti Diagramp. 97
Work Cellsp. 98
The Unitary Machinep. 100
Dedicated Equipment by Product Familyp. 103
Summary: Variation Reductionp. 103
5 Productivity improvementp. 107
Frictionp. 107
False Economyp. 109
False Economy of Cheap Equipmentp. 110
False Economy of Cheap Laborp. 111
False Economy of Cheap Purchasesp. 114
False Economy of Cheap Working Conditionsp. 115
False Economy of Cheap Proceduresp. 116
Motion Efficiencyp. 118
In-line Quality Controlp. 120
Error-Proofing (Poka-Yoke)p. 122
Self-Check Systemsp. 122
Source Inspectionsp. 124
Autonomation (Jidoka)p. 125
Summarizing In-line Quality Controlp. 126
Preventive Maintenancep. 126
Supply Chain Managementp. 128
The Beer Gamep. 128
Sources of Instability in Supply Chainsp. 129
Logisticsp. 131
Summary: Productivity Improvementp. 132
Appendix Linear Programming in Microsoft Excelp. 135
Bibliographyp. 143
Indexp. 147
About the Authorp. 155