Tham khảo tài liệu 'manufacturing handbook of best practices 2011 part 18', kỹ thuật - công nghệ, cơ khí - chế tạo máy phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 18 The Theory of Constraints Lisa J. Scheinkopt The whole history of science has been the gradual realization that events do not happen in an arbitrary manner but that they reflect a certain underlying order which may or may not be divinely inspired. Stephen W. Hawking The theory of constraints TOC is a popular business philosophy that first emerged with Dr. Eliyahu Goldratt s landmark book The Goal. One of the strengths of the TOC approach is that it provides focus in a world of information overload. It guides its practitioners to improve their organizations by focusing on a very few issues the constraints of ongoing profitability. TOC is based on some fundamental assumptions. This introduction to TOC will provide you with a foundational paradigm that can enable a more effective analysis of manufacturing challenges. FROM FUNCTIONAL TO FLOW Imagine that I am a new employee in your organization and it s your job to take me on a tour to familiarize me with the company s operations. What would you show me Perhaps the scenario would look something like this. First we enter the lobby and meet the receptionist. Next we walk through the sales department followed by customer service accounting R D engineering and human resources. Then you lead me through purchasing and production control followed by safety quality legal and don t forget the executive offices. You save the best for last so we go on a lengthy tour of manufacturing. You point out the press area the machine shop the lathes the robots the plating line and assembly area the rework area and the shipping and receiving docks. Did you notice the functional orientation of the tour I ve been led on well over 1000 imaginary and real tours and almost all of them have had this functional focus. Imagine now that we have an opportunity to converse with the people who work in each of these areas as we visit them. Let s ask them about the problems the organization is facing. Let s ask them about the constraints. All .
