Thats why the theory is concentrated in the

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8 is going to be the production rate of the hole production. That’s why the theory is concentrated in the limitation of the production. Because its limiting the hole process. The efforts of management have to be focused on the limitations. Steps to reach the goal 5 major steps recommended 1. Identify bottlenecks (limitations of the system). In a production line the 1 st thing: define the limitation or constraint (both terms are used as synonims). Final rate: 2 units per hours. The constraint determines the maximum capacity of the system. If: Capacity of the resource > Work load (to satisfy the market demand): the situation is not critical, we are covering our market demand. The resource has capacity margin ( CONSTRAINT ) If: Capacity of the resource < Work load (to satisfy the market demand): here it’s critical, because I’m losing sales, it can be because of a worker, technology, a hole department, a policy. The resource has NOT got enough capacity ( BOTTLENECK ) 2. Decide how to exploit constraints (limitations) to get most out of that resource.
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The system goes at the constraint speed. It will be necessary to focus the efforts on the constraint to maximize its performance . This implies to study if: - The constraint is working at maximum speed - There are waiting times - Working tasks are fed constantly Which actions are we are going to perfom that we are going to guarantee that we are going to work 2 units per hour. 3. Subordinate everything to decisions taken in the previous step . Subordinate decisions about resources that are NOT constraints. It is processed JUST the necessary elements to develop the programming of the constraint. We are going to fit materials to get 2 units per hour in every step. This is this subordination of this resources. 4. Elevate the constraint: in other words, overcome restrictions that are determined by lack of capacity. If after applying the previous steps, the desired capacity is not achieved, then it must be increased. This does NOT mean the acquisition of capacity but a more rational usage of the existing capacity (ex.: to focus on tasks that imply an immediate billing, to avoid the stop of any workstation, to not spend time in defective pieces, …) Improving our constraint. Ok, how we are going to improve it? Acquisition of machinery? We are not only talking about that. It’s a not finish improvement. 5. If previous steps have overcome a constraint, then return to first step.
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Continuous improvement process. Capacity analysis. Case A There is some idle production in this set up. How much? % of free capacity: 25% or 1/4 Capacity analysis. Case B Is there going to be a buildup of unnecessary production in Y? 2 nd step of the process Capacity analysis. Case C Is there going to be a build up in unnecessary production in Y? In Y is going to be the 25% waiting to be processed.
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