Constraint management
by Samantha Saavedra Díaz
1. Rules of production shedulilng
1.1. balance the flow
1.1.1. an hour lost = hour lost for entire system
1.2. level of utilizatio dif potencial
1.3. utilization dif activation
1.4. an hour saved = mirage
1.5. bottleneck gover
1.5.1. througput
1.5.1.1. goods sold
1.5.1.2. + throughpu =
1.5.1.2.1. - inventory
1.5.1.2.2. - operating expenses
1.5.2. Inventory
2. theory of constrains TOC
2.1. identify sistem constrains
2.2. decide how to exploit system constrains
2.3. subordinated everything else
2.4. elevate the system constrains
3. OPT
3.1. Optimized prod technology
3.2. use MRP
3.3. schedules
3.3.1. feasible
3.3.2. accurate
4. TOC
4.1. problem solving
4.2. aplication
4.3. improve efforts only in operation that constrains a critical process
5. Productivity
5.1. output per hour
5.2. actions bring a company close to its goods
6. Unbalanced Capacity
6.1. Capacities within process sequence dif same levels
6.1.1. flow balance
6.1.1.1. cspscity unbalance
7. Depended events
7.1. Process sequence
7.2. Process flow
8. Bottleneck
8.1. any resource limite whose capacity less than demand
9. Capacity
9.1. avaible time of production
10. CCR
10.1. Will ration is close to capacity
10.1.1. be a bottleneck if not scheduled carefully
11. Time Components
11.1. set up time
11.2. processing time
11.3. queve time
11.3.1. Bottlenenck
11.4. wait time
11.4.1. nonbottleneck
11.5. idle time
12. JIT
12.1. Balance capacity
12.2. not laborate poor quantiti
13. Six Sigma /Lean manufacturing
13.1. obj. cost reduction
13.2. elimination of waste
14. Goal of a firm
14.1. is to make money
14.2. place more emphasis another job
15. Performance measurements
15.1. Financial
15.1.1. Net profit
15.1.2. Return on investment
15.1.3. cash flow
15.2. Operational
15.2.1. throughput
15.2.2. Inventory
15.2.3. Operating expenses
16. Satisfical fluctuation
16.1. Normal variation
16.2. Capacities balance
16.2.1. Flow production balance
17. Saving Time
17.1. hour saved in bottleneck
17.1.1. extra hour all process system