Theory of Constraints Handbook - James Cox Iii [3]
Project Environment System of Systems
What Do We Improve?
Translating Lean into the Project System of Systems for Improvement
Addressing the Disconnects in Lean Techniques for Project Environments
The Five Principles of Lean Applied to the Project Environment
Specifying Value
Identify Steps in the Value Stream
Make Value-Creating Steps Flow towards the Customer
Let Customers Pull Value from the Next Upstream Activity
Pursuing Perfection
Leaning Traditional Project Management
References
About the Author
Section III Drum-Buffer-Rope, Buffer Management and Distribution
7 A Review of Literature on Drum-Buffer-Rope, Buffer Management and Distribution John H. Blackstone Jr.
Introduction
Literature on Precursors of TOC and DBR
Historical Developments Preceding TOC
Derivation of DBR Using the Five Focusing Steps
Literature on DBR Scheduling
Overviews
Applying DBR to Different Types of Facilities: VATI Analysis
Special Cases
Free Goods
What if the Market Is the Constraint?
Re-Entrant Flows
Recoverable Manufacturing and Remanufacturing
Buffer Management Literature
Buffer Sizing
Buffer Sizing and Lead Time
TOC and Distribution
Supply Chain Management
Service Environment
TOC and Other Modern Philosophies
Problems with DBR
Floating or Multiple Bottlenecks
Summary and Conclusions
References
About the Author
8 DBR, Buffer Management, and VATI Flow Classification Mokshagundam (Shri) Srikanth
Introduction
Managing Flow—Planning and DBR
The Need for a Focus on Flow
Ford and Toyota Production Systems—A New Perspective
Production Operations and the Five Focusing Steps of TOC
Characteristics of Production Operations
Applying the Five Focusing Steps to Production Operations
The DBR System
The Drum
The Buffer
The Rope
Managing Flow with DBR—An Example
Managing Flow—Controlling Execution and Buffer Management
The Need for Control and the Need for Corrective Actions
Understanding Buffers: The Buffer as the Source of Information for Controlling Execution
Buffer Management—The Process
Complex Production Environments and a Classification Scheme
The Fundamental Elements of the Classification Scheme
V, A, T, and I Flows—Descriptions and Examples
V-Plants
DBR in V-Plants
A-Plants
DBR in A-Plants
T-Plants
DBR in T-Plants
I-Plants
DBR in I-Plants
Summary
References
About the Author
9 From DBR to Simplified-DBR for Make-to-Order Eli Schragenheim
Introduction
A Historical Background and Perspective
Three Views on Operations Planning and Execution
The Five-Focusing Steps (5FS)
The Critical Distinction between Planning and Execution
Concentrating on the Flow
Challenging the Traditional DBR Methodology
What Should the Strategic Constraint Be?
How Is the Planning and Execution Viewpoint Addressing the Issue of Scheduling and Buffering the CCR?
How Does Refraining From a Detailed Schedule of the CCR Affect the Execution?
What Does the Emphasis on Flow Add to the Challenge to Traditional DBR?
Outlining the Direction of the Solution
The Main Ingredients of the Solution
The Time Buffer
Load Control
Determining the Safe Dates
Capacity Reservation
Buffer Management
Short-Term Planned Load
The Notion of “Slack”
Where S-DBR Fits Nicely
The Cases Where S-DBR Does Not Fit
Implementation Issues and Processes
Looking Ahead to MTS
Suggested Reading
References
About the Author
10 Managing Make-to-Stock and the Concept of Make-to-Availability Eli Schragenheim
Introduction
Why Is a Special Methodology for MTS Required?
The Current Confusion in Managing Stock
The Common Misunderstanding of Forecasts
The Current Undesirable Effects in MTS
What to Do? The Direction of the Solution
The Basic Principle of Flow
From MTS to MTA
Determining the Appropriate Inventory
Buffer Management in MTA
Generating Production Orders and the State of Capacity
Peak and Off-Peak Behaviors
Monitoring the Target Level Size—Dynamic Buffer Management
Too Much Green—the Target Is Too High
Too Much Red—the Target Is Too Low
Discussion: