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Essays on the theory of constraints
Theory of constraints essay
Essays on the theory of constraints
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Executive Summary
In this research assignment, I will be discussing about the Theory of Constraints (TOC), the literature review about the TOC, that is, what the literature and other authors are saying about this topic. I will also discuss the evidence of the practice of the TOC. Finally, in conclusion I will sum up the findings of my research.
Table of Content
Executive Summary 2
Table of Content 3
1. Introduction 4
1.1. Theory of Constraints 4
1.2. Background 4
2. Literature Review 5
3. Case Study: US Army recruiting 6
4. Conclusion 7
5. Referencing 7
1. Introduction
1.1. Theory of Constraints
Theory of constraints (TOC) is a systematic management approach that focuses on actively managing those constraints that impede a firm’s progress towards its goal of maximizing profits and effectively using its resources. (Krajewski, Ritzman, & Malhotra, 2013). It outlines the deliberate process for identifying and overcoming constraints. The process focuses on the efficiency of individual processes and bottlenecks constraining the overall system. According to Krajewski, Ritzman, & Malhotra, the TOC methods increase the firm’s profits more effectively by focusing on making materials flow rapidly through the entire system. Therefore, the constraints are the weak link. The performance of the entire chain is limited by the strength of the weakest link in manufacturing processes. TOC focuses on the process that slows the speed of product through the system.
Dr Goldratt described Theory of Constraints in one word “FOCUS”. His "Five Focusing Steps”, is also known as the "Process of On-Going Improvement" (POOGI) (Theory of Constraint Institute, 2012; Youngman, 2004; Groop, 2012) became the base of TOC and can be applied to any ...
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Watson, K. J., & Patti, A. A. (2008). A comparison of JIT and TOC buffering philosophies on system performance with unplanned machine downtime. International Journal Of Production Research, 46(7), 1869-1885. doi:10.1080/00207540600972943
Gupta, M. M., & Snyder, D. D. (2009). Comparing TOC with MRP and JIT: a literature review. International Journal Of Production Research, 47(13), 3705-3739. doi:10.1080/00207540701636322
Spector, Y. (2011). Theory of constraint methodology where the constraint is the business model. International Journal Of Production Research,49(11), 3387-3394. doi:10.1080/00207541003801283
Umble, M. M., Umble, E. E., & Murakami, S. S. (2006). Implementing theory of constraints in a traditional Japanese manufacturing environment: The case of Hitachi Tool Engineering. International Journal Of Production Research, 44(10), 1863-1880.
...ovement, many restrictions imposed on both parties were necessary to help encourage constructive bargaining within the system.
In The Goal: A process of ongoing improvement, Eliyahu Goldratt uses a form of literature that can be used even in today’s society to introduce his business theory of constraints. This theory is based on a chain with shortfall link in it. Basically, when analyzing any multipart system at any specific time, you will find the area of the system has a limited ability to maximize its goal. In order for this system to accomplish significant improvement it’s necessary to identify the constraint and redefine the system. Goldratt offers a great deal of information that is so basic to today’s management system that any who reads could absolutely benefit from.
Continuous improvement (CI) refers to a philosophy consisting of improvement activities that increase successes and reduce failures in a production process (Bhuiyan & Baghel 2005, p. 761). It involves activities and processes that focus on continuous and incremental innovation (Bessant et al., 1994, p.17). CI is a new approach that enhances productivity, performance, and achieves competitive advantage needed in the highly competitive industries. It may also serve as a complementary approach to other quality improvement initiatives such as total quality management (TQM) (Pike, Barnes, & Barnes 1995, p. 23; Larson 2003; Lassen, Gertsen, & Riis 2006; Oakland 2007, p. 227). The purpose of this research is to explore the application of production systems engineering methods in the CI at manufacturing plants.
The Goal is a book that focuses on the theory of constraints in order to improve production. Eliyahu Goldratt brings us a pleasant story that shows the important strategies that any manager or CEO should follow to be successfully productive, and capable of reaching their goals. The book easily explains and demonstrates many attainable ways for any human being to learn how to manage their industrial relations, business processes, and also, their personal lives.
Preez, D., & Louw, L. (2004, January 1). A Roadmap Approach For Implementing Theory of Constraints In Manufacturing Organisations . . Retrieved June 29, 2014, from http://www.indutech.co.za/attachments/134_A%20Roadmap%20Approach%20For%20Implementing%20Theory%20of%20Constraints%20in%20Manufacturing%20Organisations.pdf
Zott, C., Amit, R. And Massa, L. (2011) ‘The Business Model: Recent Developments and Future Research’, Journal of Management, vol.37, no.4 pp.1019-42 [Online]. Available at http://jom.sagepub.com/content/37/4/1019 [Accessed 24th November 2013]
...negative constraint that arises in this situation is that some of the members would hold themselves back.
Since more than 40 years, Toyota Company was thinking how to develop the traditional process costing system and the production system. Some of the companies believe that the increasing of the production is a big profit, while Toyota proved the opposite. The more you increase the products out of the need of the market, the more losses you are going to gain. This kin...
This paper will summarize the Custom Fabricators, Inc. case study by Chase, Jacobs, & Aquilano, p. 44, answer the discussion questions shown in Figure 2, and define the role of Operations Management at Custom Fabricators, Inc.
Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business
The JIT production hit the West in the 1980’s. It was basically the same concepts as Ohno's, but with different names such as: World Class Manufacturing, Stockless Production, and Continuous Flow Manufacturing. James Womack’s book “The Machine That Changed The World” gave a new buzzword to manufacturing, “Lean Manufacturing”. Essentially this is based on the same principles of JIT and Toyota Production.
“The Goal” is a book talking about challenges and problems that can face any plant manager. The story style used was very useful. I enjoyed the reading and gain more knowledge about the manufacturing operation. Many concepts and definitions were introduced such as the goal of any company and the its three measurements which are throughput, inventory and exponential expenses. Also, bottleneck and non-bottleneck resources.
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
There are four different functions of management. In this paper, I will define these functions; planning, organizing, leading and controlling. I will also explain how each of these functions relates to my own organization. Bateman and Snell (2004) define management as the process of working with people and resources to accomplish organizational goals. By utilizing the four different functions of management companies can work with their employees and other resources to reach the organizations goals.
According to Slack et. al. (2001) the best mechanism for running a business is to match level of demand (goods, services that customers need) with supply of capacity (recourses, labor force that the business inputs in the production process). They also define capacity as “the maximum level of value –added activity over a period of time”. Thus three main factors come into force here – the capacity of resources and labor force, the process operation which itself leads to satisfying customers through matching demand. It is very important to plan and coordinate all 3 factors very effectively because a difference in capacity and performance easily affects: costs, revenues, working capital, flexibility, quality of goods, speed of response and others.