Theory of Constraints Handbook - James Cox Iii [786]
Make Value-Creating Steps Flow towards the Customer
Let Customers Pull Value from the Next Upstream Activity
Pursuing Perfection
Historical Developments Preceding TOC
Derivation of DBR Using the Five Focusing Steps
Overviews
Applying DBR to Different Types of Facilities: VATI Analysis
Free Goods
What if the Market Is the Constraint?
Re-Entrant Flows
Recoverable Manufacturing and Remanufacturing
Buffer Sizing
Buffer Sizing and Lead Time
Supply Chain Management
Service Environment
TOC and Other Modern Philosophies
Floating or Multiple Bottlenecks
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 Drum
The Buffer
The Rope
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
The Fundamental Elements of the Classification Scheme
V-Plants
DBR in V-Plants
A-Plants
DBR in A-Plants
T-Plants
DBR in T-Plants
I-Plants
DBR in I-Plants
The Five-Focusing Steps (5FS)
The Critical Distinction between Planning and Execution
Concentrating on the Flow
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?
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”
The Cases Where S-DBR Does Not Fit
The Current Confusion in Managing Stock
The Common Misunderstanding of Forecasts
The Current Undesirable Effects in MTS
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
Too Much Green—the Target Is Too High
Too Much Red—the Target Is Too Low
Discussion: Issues with DBM and By How Much to Increase/Decrease the Targets
The Process of Ongoing Improvement (POOGI)
MTA for Components
Which Items Fit MTA and Which Fit MTO?
Vendor-Managed Inventory (VMI)
Mixed (MTA and MTO) Environments
Dealing with Seasonality
Problematic Environments for MTA
MTS That Is Not MTA
Moving from MTS or MTO to MTA
Software Considerations
The Natural Tendency for Push Behavior
Why Is It Impossible to Find a Good Forecasting Model?
Aggregate Stock at the Highest Level in the Supply Chain: The Plant/Central Warehouse (PWH/CWH)
Determine Stock Buffer Sizes for All Chain Locations Based on Demand, Supply, and Replenishment Lead Time
Increase the Frequency of Replenishment
Manage the Flow of Inventories Using Buffers and Buffer Penetration
Use Dynamic Buffer Management
Set Manufacturing Priorities According to Urgency in the PWH Stock Buffers
Why Does a Pull Supply Chain Work Better?
Managing Product Portfolios
Rules for Setting up Initial Buffer Sizes
Known Patterns for Sudden Changes in Consumption
Two Different Changes
Resolving the Forecasting versus DBM Dilemma to Provide Excellent Consumption before, during, and after an SDC
Identifying When an SDC Is Meaningful
Handling of an SDC
Simulation
Pilot Project
1. Strategic Inventory Positioning
2. Dynamic Buffer Level Profiling and Maintenance
3. Dynamic Buffers
4. Pull-Based Demand Generation
5. Highly Visible and Collaborative Execution
Case Study 1: Oregon Freeze Dry
Case Study 2: LeTourneau Technologies, Inc.
Development of Cost Accounting
Business Environment, First Half of the 20th Century
Business Environment, Second Half