Description

Theory of Constraints 2017 is a webinar that covers topics such as:

Variation in processing and material transfer times will reduce throughput because time lost at the constraint can never be recovered favorable variation does not offset unfavorable variation
The constraint or capacity-constraining resource (CCR) limits the throughput of a manufacturing process just as the critical path defines the minimum time in which a project can be completed
TOC uses exactly three performance measurements
Dysfunctional purchasing and cost accounting incentives often lead to the accumulation of unnecessary inventory. Use managerial or engineering economics instead to make decisions
Inventory (less is better, and note that inventory is proportional to cycle time)
Throughput (more is better)
The drum buffer rope (DBR) production control system lets the CCR set the pace ("beat the drum") for new production releases to the line, and a protective inventory buffer ahead of the CCR prevents starvation of the CCR
Operating expense (less is better)
Henry Ford proved that it is in fact possible to operate a balanced factory at close to 100 percent capacity, but only by eliminating almost all variation from processing and material transfer times
DBR is however containment rather than actual correction of the underlying issue, the variation in processing and material transfer times
Tasks must be designed to eliminate all variation in their completion times, and the concept of take time is important here
Batch and queue processes must be replaced by single unit and continual flow operation, with individual parts moving on conveyor belts or work slides between operations