文档介绍：Operations Management petitive Advantage Chapter 17
Synchronous Manufacturing and Theory of Constraints
Operations Management
petitive Advantage
CHASE AQUILANO JACOBS
ninth edition
Chapter 17
Chapter 17
Synchronous Manufacturing and the Theory of Constraints
Goldratt’s Rules
Goldratt’s Goal of the Firm
Performance Measurement
Capacity and Flow issues
Synchronous Manufacturing
Goldratt’s Rules of Production Scheduling
Do not balance capacity balance the flow3>.
The level utilization of a nonbottleneck resource is not determined by its own potential but by some other constraint in the system.
Utilization and activation of a resource are not the same.
An hour lost at a bottleneck is an hour lost for the entire system.
An hour saved at a nonbottleneck is a mirage.
Goldratt’s Rules of Production Scheduling (Continued)
Bottlenecks govern both throughput and inventory in the system.
Transfer batch may not and many times should not be equal to the process batch.
A process batch should be variable both along its route and in time.
Priorities can be set only by examining the system’s constraints. Lead time is a derivative of the schedule.
Goldratt’s Theory of Constraints (TOC)
Identify the system constraints.
Decide how to exploit the system constraints.
Subordinate everything else to that decision.
Elevate the system constraints.
If, in the previous steps, the constraints have been broken, go back to Step 1, but do not let inertia e the system constraint.
Goldratt’s Goal of the Firm
The goal of a firm is to make money.
Performance Measurement:
Financial
Net profit
an absolute measurement in dollars
Return on investment
a relative measure based on investment
Cash flow
a survival measurement
Performance Measurement:
Operational
1. Throughput
the rate at which money is generated by the system through sales
2. Inventory
all the money that the system has invested in purchasing things it intends to sell
3. Operating expenses
all