瓶頸管理培訓(xùn)教材(文件)
【正文】 n Proven Solutions created by applying the Thinking Processes (TP) in specific functional areas such as Sales, Marketing, Logistics, Finance, Accounting, Engineering and Project Management. ? Many of these solutions are discussed in detail in the books : The Goal, The Race, It39。s Not Luck and Critical Chain. 5 The Theory of Constraints ? TOC recognizes that the output of any system that consists of multiple steps where the output of one step depends on the output of one or more previous steps will be limited (or constrained) by the least productive steps. ? In other words, as paraphrased in The Goal, the strength of any chain is dependant upon its weakest link. 6 The Theory of Constraints ? Where manufacturing is concerned, TOC postulates that the goal is to make (more) money. It describes three avenues to this goal: ? Increase Throughput ? Reduce Inventory ? Reduce Operating Expense ? As Dr. Goldratt notes, the opportunities to make more money through reductions in inventory and operating expense are limited by zero. ? The opportunities to make more money by increasing Throughput, on the other hand, are unlimited. 7 The Theory of Constraints ? Where manufacturing is concerned, TOC postulates that the goal is to make (more) money. It describes three avenues to this goal: ? Increase Throughput ? Reduce Inventory ? Reduce Operating Expense ? As Dr. Goldratt notes, the opportunities to make more money through reductions in inventory and operating expense are limited by zero. ? The opportunities to make more money by increasing Throughput, on the other hand, are unlimited. 8 瓶頸管理的學(xué)習(xí)框架 9 瓶頸管理的實(shí)用方法 計(jì)劃與控制 ? TOC認(rèn)為：一個(gè)企業(yè)計(jì)劃與控制的目標(biāo)就是尋求顧客需求與企業(yè)能力的最佳配合，對瓶頸環(huán)節(jié)進(jìn)行有效的控制，其余環(huán)節(jié)與瓶頸環(huán)節(jié)同步 ? TOC的計(jì)劃與控制是通過 DBR系統(tǒng)實(shí)現(xiàn)的 ? 鼓 (Drum) ? 緩沖器 (Buffer) ? 繩子 (Rope) A B G C F E D 市場 鼓 緩沖 繩子 10 瓶頸管理的實(shí)用方法 實(shí)施計(jì)劃與控制的步驟 1. 識別企業(yè)的真正瓶頸所在是控制物流的關(guān)鍵 ? 已知一定時(shí)間內(nèi)生產(chǎn)的產(chǎn)品及其組合，按物料清單計(jì)算出要生產(chǎn)的零部件 ? 按零部件的加工路線及工時(shí)定額計(jì)算出各類機(jī)床的任務(wù)工時(shí) ? 將任務(wù)工時(shí)與能力工時(shí)比較，負(fù)荷最高、最不能滿足需求的機(jī)床就是瓶頸資源 ? 找出瓶頸資源后，把企業(yè)所有的加工設(shè)備劃分為瓶頸資源和非瓶頸資源 基于瓶頸，建立主生產(chǎn)計(jì)劃 ? 主生產(chǎn)計(jì)劃 (Master Schedule)的建立應(yīng)該使系統(tǒng)物流達(dá)到最優(yōu) ? 因?yàn)槠款i資源控制著系統(tǒng)的節(jié)拍 (Drumbeat),所以需要按有限能力法進(jìn)行生產(chǎn)安排，在瓶頸資源上擴(kuò)大批量、設(shè)置緩沖器 11 瓶頸管理的實(shí)用方法 實(shí)施計(jì)劃與控制的步驟 3. 設(shè)置緩沖器并進(jìn)行監(jiān)控以防止隨機(jī)波動，使瓶頸資源不出現(xiàn)等待狀況 4. 對企業(yè)物流進(jìn)行平衡，使得進(jìn)入非瓶頸資源的物料被瓶頸資源的產(chǎn)出率所控制（繩子） 12 瓶頸管理的實(shí)用方法 DBR ? 鼓 Drum ? 識別企業(yè)的瓶頸所在是應(yīng)用 TOC的開端 ? 要維持企業(yè)內(nèi)部生產(chǎn)的同步、企業(yè)生產(chǎn)和市場需求的同步，其中的一個(gè)主要問題是企
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