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Subject:
From:
Bob Dube <[log in to unmask]>
Reply To:
TechNet E-Mail Forum.
Date:
Thu, 27 Jan 2000 17:44:59 -0500
Content-Type:
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text/plain (129 lines)
Depends on the industry and manufacturing process. In a process tht is
somewhat segmented by departments say, (like bareboard manufacture)
constraints don't have to be that hard to identify. Once done it is a matter
of doing a little I.E. work to see if the constraint can be improved at all.
Failing that, how's you capital equipment budget? Failing that plan
operations to Goldratt's ol' "Drum, Barrel, Rope". Operations prior to the
constraint huld not be outputting more than the constriant's capability. If
you want to build a little excess capacity into operations following the
constraint, that may not be a bad idea in order to keep inventorie there as
low s possible and pot constraint cycle times as short as possible. In other
word "pull" it out of the constraint opertion.

Did I get that right?

Bob Dube

-----Original Message-----
From: Ryan Grant <[log in to unmask]>
To: [log in to unmask] <[log in to unmask]>
Date: Thursday, January 27, 2000 5:27 PM
Subject: Re: [TN] Theory of Constraints


>Ralph,
>        Theory of Constraints is now one of the courses most industrial
>engineering programs and even some manufacturing engineering programs
>require.  As I have been told, it is an idea that Henry Ford started, later
>refined by Edward Demming, and perfected by Toyota.
>
>        The theory can get quite in-depth, but in a nutshell, it is the
idea
>of determining your slowest step or process on the manufacturing line;
>otherwise known as the constraint.  Since nothing can move through the
>constraint any faster than the constraint, it makes no sense to produce
>things at the other steps faster than the constraint.  If you want to
>manufacture things faster than the constraint allows, then speed up the
>constraint.
>
>        Many people really have a BIG problem with slowing down other
>processes to match the speed of the constraint.  (It's at this point that I
>start to argue with people).  No matter how fast things are built at other
>points in the process, once it gets to the constraint, the speed by which
it
>is processed is fixed.  No matter what!!!!.  Building things faster at
other
>points in the process will never make it go through the constraint any
>faster.  Since by definition, it must go through the constraint.
>
>        However, finding the constraint is the hard part.  Most people try
>to do it with a stop watch.  I don't feel that a stop watch works at all;
>mostly because I have never seen a static manufacturing line.  Typically,
>manufacturing lines are dynamic, causing a constraint to move from one hour
>to the next.  Statistically, a constraint will occur is one process more
>often than any other place.  It is because manufacturing lines are dynamic
>that a constraint is not obvious, consequently, people don't see the value
>in slowing down a process for some "phantom" constraint.
>
>Good luck
>Ryan G.
>
>> -----Original Message-----
>> From: Vaughan, Ralph H [SMTP:[log in to unmask]]
>> Sent: Monday, January 24, 2000 9:23 AM
>> To:   [log in to unmask]
>> Subject:      [TN] Theory of Constraints
>>
>> 'mornin' T-net,
>>
>> I perusing the want-ads lately, I ran across a manufacturing engineering
>> job
>> that was looking for familiarity with the 'Theory of Constraints'.  I
have
>> asked around in mechanical design, design of experiments, and quality
>> groups, but no one seems to have ever heard of this.  So now I resort to
>> this know-all, see all, do-just-about-all  brain trust.  Anybody heard of
>> this?
>>
>> Thanks
>>
>> Ralph Vaughan
>>
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