【文章內容簡介】 approach is deemed appropriate to help improve a business system, there is a fivestep process that is remended to help improve the performance of the business. Do231。. Dr. B252。lent Sezen 34 Improving the Process using TOC Principles… the constraint. This implies the need to examine the entire process to determine which process limits the throughput. For example, in the example on Slide 10, suppose the sales department was only selling the product output at the rate of 3 per hour. Do231。. Dr. B252。lent Sezen 35 the constraint. … In that case, the sales department would be considered the constraint and not process 3. it must be kept in mind that a constraint limits throughput with respect to overall business sales, not merely inventory production. Do231。. Dr. B252。lent Sezen 36 Improving the Process using TOC Principles… 2. Exploit the constraint. Find methods to maximize the utilization of the constraint toward productive throughput. For example, in many operations all processes are shut down during lunchtime or during breaks. If a process is a constraint, the operation should consider rotating lunch periods so that the constraint is never allowed to be idle. Do231。. Dr. B252。lent Sezen 37 2. Exploit the constraint. … Suppose, for example, an operation has a certain process that represents a clear and large constraint. Suppose also that they currently have 7 productive hours for an 8hour shift (30 minutes for lunch and two 15minute breaks). Assuming they have multiple workers that can operate the process (or can train more), they could stagger lunch times and break times for just that one process, allowing it to operate the full 8 hours. Do231。. Dr. B252。lent Sezen 38 Improving the Process using TOC Principles… 3. Subordinate everything to the constraint. Effective utilization of the constraint is the most important issue. Everything else is secondary. the constraint. Essentially this means to find ways to increase the available hours of the constraint, including adding more of it. Do231。. Dr. B252。lent Sezen 39 Improving the Process using TOC Principles… 5. Once the constraint is a constraint no longer, find the new one and repeat the steps. As the constraint effective utilization increases, it may cease to be a constraint as another process bees one. In that case the emphasis shifts to the new process constraint. It is also possible that a salesrelated change in the product mix will cause a different process to bee the constraint. Do231。. Dr. B252。lent Sezen 40 Notes on the five steps: The third step is acplished by Releasing material at the gateway (first processing) center at a rate that will keep the constraint busy. Prioritization of nonconstraint tasks based almost exclusively on constraint needs. Do231。. Dr. B252。lent Sezen 41 Notes on the five steps: The concept of exploit really implies getting the most from existing constraint resources. TOC suggests that exploiting should be maximized prior to spending additional money to acquire more of the constraint resource. Do231。. Dr. B252。lent Sezen 42 Notes on the five steps: The fifth step is really a warning to continually check to ensure the constraint has not shifted. Effective exploitation of existing constraints and a shift in product mix are examples of events that can cause the constraint to shift. Do231。. Dr. B252。lent Sezen 43 Notes on the five steps: After understanding these five steps, it may be helpful to consider that not all facilities operating in all types of business environments may find the approach to TOC easy to implement. For example, if an operation has a highly volatile product mix due to constantly shifting customer orders for a large variety of products, they may discover that the constraint will also be volatile. Do231。. Dr. B252。lent Sezen 44 Notes on the five steps: At one time the mix of process requirements may point to one constraint, while at another time the mix may create an entirely different constraint. If the constraint shifting occurs frequently, then there could be far too little opportunity to apply the TOC approaches on one constraint before it shifts to another point in the process. Do231。. Dr. B252。lent Sezen 45 Impact On Operation Strategy For a given type and mix of products, management can elect to consciously decide where the constraint should be located and then proceed to develop the operational strategy around that selected constraint. Marketing and Sales can be tightly tied to the constraint. Specifically, an analysis can be made to determine the mix of products to sell to maximize profits, and also it is possible to sell more of products that do not use the constraint (implying that excess capacity is available to make more of those products). Do231。. Dr. B252。lent Sezen 46 Impact On Operation Strategy… Engineering and other process improvement activities can and should be focused on making the constraint process more efficient and effective. The pany should consider if and how the nonconstraint processes may be used to supplement or be used to make the constraint resources more effective. Do231。. Dr. B252。lent Sezen 47 Impact On Operation Strategy… If the pany has a choice as to where the constraint is located in the process, they may elect to have the constraint early in the process. In that way the size of the required buffer needed to guard the constraint against starvation of material will be minimized. Do231。. Dr. B252。lent Sezen 48 Impact On Operation Strategy… If, on the other hand, there are processes early in the overall process that have poor quality yield, the constraint should be placed later in the overall process. Some p