4 reasons to consider SMED

SMED is a structured approach to reducing changeover durations. Here are 4 good reasons to consider deploying SMED. >Lisez-moi en français 1. More production capacity is required A critical resource of the production process is not able to deliver the expected quantity, due to lack of capacity. Such a resource is usually called a bottleneck, … Continue reading 4 reasons to consider SMED

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How to identify the constraint of a system? Part 5

This is part 5 of a series of posts about identifying the constraint of a system and time for wrapping up and a conclusion (of the series, not the topic!). Newcomers to Theory of Constraints understand quite easily the concept of bottleneck but are frequently puzzled when looking for them in a real-life process. Furthermore, … Continue reading How to identify the constraint of a system? Part 5

How to identify the constraint of a system? Part 4

Since the publishing of early books on Theory of Constraints, the world grew more complex and the system’s constraint got more and more elusive. Globalization and extended supply chains give a constraint opportunity to settle literally anywhere in the world and extend its nature. It can be a physical transformation process in a supplier’s facility, … Continue reading How to identify the constraint of a system? Part 4

How to identify the constraint of a system? Part 3

Inventories and Work In Progress (WIP) can be helpful clues to visually identify the bottleneck or constraint in a process, but they can also be insufficient or even misleading as I explained in part 2 of this series. It is often also necessary to study material and parts routes to really understand where they get … Continue reading How to identify the constraint of a system? Part 3

How to identify the constraint of a system? Part 2

When trying to find the system’s constraint, why not simply asking the middle management? At least when Theory of Constraint was young, our world spinning slower and processes simpler, the foremen usually had a common sense understanding of their bottleneck. They knew what machine to look after, and what part of their process to give more … Continue reading How to identify the constraint of a system? Part 2

How to identify the constraint of a system? Part 1

A very common question once people get familiar with Theory of Constraints and the notion of bottlenecks and constraints is how to find them in a process. Identifying the constraint is key as the constraint, by its nature, controls the performance of the whole system. The trouble with examples given in textbooks or case studies … Continue reading How to identify the constraint of a system? Part 1

When enough is… enough

This is a behavior I’ve noticed quite often in food industry, in chemical or pharmaceutical plants: cleaning and sanitation processes (mainly their duration) are extended beyond the standard procedures at the expense of costs and production capacity. Fear of harming In the regulatory-constraint industries like food, chemical or pharma, people on shopfloor are trained and … Continue reading When enough is… enough

My takeaways from throughput accounting, the book

I knew the author, Steven M. Bragg from his podcast series “Accounting Best Practices with Steven Bragg” before I came across his book “throughput accounting, a guide to constraint management” published by Wiley & sons, 2007. Book presentation The hard cover book has 178 pages, 10 chapters, easy to read in neat presentation and legible … Continue reading My takeaways from throughput accounting, the book

If making money is your goal, throughput is your obsession

In a for-profit organization making money is the goal and the limitation to making more money is called a constraint. Conversely, a constraint is a limiting factor to get more out of the system. There is only one constraint which is the most limiting factor restricting the Throughput. Throughput is the rate at which the … Continue reading If making money is your goal, throughput is your obsession