[精选]约束理论---TOC38272.pptx

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1、Belton Confidential1Towards Operational ExcellenceLEAN Practitioner Program Theory of Constraint約束理論約束理論Belton Confidential2Visual Management 目視管理目視管理LeanValue Stream Mapping 价值流程圖价值流程圖Material Control 物料控制物料控制TPM 全面生產性維護全面生產性維護Layout Optimization/Cell 布局優化布局優化CellCellSMED/Quick Changeover 快速切換快速切換E

2、rror Proofing 防錯法防錯法Performance Metrics 績效指標績效指標Theory Of Constraints 約束理論約束理論Lean Diagnostic 精益診斷精益診斷Change M&Waste E 改變觀念改變觀念&消除浪費消除浪費Lean Overview 精益概述精益概述Lean Tools 精益工具精益工具There are many tools and techniques in the Lean tool box,all suited to different applications and circumstances.在在LEAN工具箱中有

3、許多工具和技巧工具箱中有許多工具和技巧,它們可以用于各種不同的情況它們可以用于各種不同的情況.Belton Confidential3Objective 課課程程目目的的Understand basic concepts of Theory of Constraint 理解約束理論的基本概念Present and explore the TOC five focusing steps 介紹和探究TOC的五個步驟How the Drum Buffer Rope principle works DBR原則如何運作Game study 游戲練習Belton Confidential4Organiza

4、tional Goals 組組織織目目標標Profitability and market share for the company利潤和市場份額利潤和市場份額QualityInventorySalesCostMaximize Return on InvestmentROIROI 投資回報率投資回報率Belton Confidential5TOC-Assumptions 設想設想There is a fundamental goal for every organization.每個組織有一個基本的目標.Every organization is constrained in some wa

5、y(either internal or external).每個組織都被某些因素限制著(不管是內部還是外部).While there are many causal linkages,there are few core causes that limit achievement of organizational goal.當存在許多因果關系時總有一些關鍵的原因約束著組織達成目標.Belton Confidential6ROI measures organizational or“system”performance(where the the“system”is a chain of d

6、ependent events),therefore the key management dilemma is simply ROI衡量了一個組織或系統的績效(這里的系統是指相互依賴的一個鏈),所以關鍵的管理兩難是:DO WE MANAGE THE SYSTEM?我們管理這個系統我們管理這個系統OR 還是還是DO WE MANAGE THE CHAIN OF EVENTS AS INDEPENDENT SYSTEMS?把這一系列的事件當把這一系列的事件當作獨立的系統來管理作獨立的系統來管理?Management Dilemma 管理兩難管理兩難Belton Confidential7TOC

7、Philosophy TOC哲學哲學 Theory of Constraints(TOC)is a system-based philosophy which asserts that the constraint(Bottleneck)determines the performance of the system.TOC是以系統為基礎的哲學是以系統為基礎的哲學,它聲稱瓶頸決定整它聲稱瓶頸決定整個系統的績效個系統的績效.Managing from the key leverage points provides the focus to maximize the system.在杠杆點進行管

8、理可以聚焦于最大化系統的績效.The theory of Constraints approaches improvement at the system level,rather than individual processes or isolated elements o the system 約束理論方法在于改善系統,而不是單個工序或系統中被隔离的要素Belton Confidential8The Theory of Constraints 瓶頸理論瓶頸理論 TOC was developed by Dr.Eliyahu M.Goldratt,a Physicist.約束理論又稱瓶頸理

9、論約束理論又稱瓶頸理論,是由物理學家是由物理學家-高德拉特博士提出和發展而來高德拉特博士提出和發展而來.TOC suggests that:TOC 提出:All systems similar to chains.所有的系統如同一條鏈.Each chain is composed of links which vary in strength and capability.每一條鏈都是由各种多樣化力量和能力的聯接點組成.In any independent chain there is one link-and only one-that is weaker than all the rest

10、:the weakest link.在任何獨立的鏈里都存在一個聯接-且只有一個-比其它弱:最弱的聯接點.The weakest link is the constraint to the systems performance.最弱的聯接點就是影響系統績效的約束點.Belton Confidential9兩种約束兩种約束Physical 物理方面:People+Materials+Machine+Geography地理Non-Physical 非物理方面:Policies+Rules+Measurements+Training瓶頸是整個系統中最無力的環節,約束著組織達成目標(有效產出品質交期成

11、本等）Belton Confidential10TOC 5 大步驟大步驟1.Identify the Constraint 找出系統的瓶頸2.Decide how to optimize the constraint 決定如何挖盡瓶頸的潛能3.Subordinate other operations 其他的一切配合上述決定4.Elevate the constraint 把瓶頸松綁5.Go back to step 回到第一步Belton Confidential11TOC Objective 目的目的 To improve the strength of the system we need

12、 to find the weakest link in the chain and strengthen it.要提高系統的力量我們必須從系統鏈中找出最無力的環節並強化它.Belton Confidential12Production Managementusing Theory of ConstraintsDrum鼓鼓-Buffer緩沖器緩沖器 Rope(DBR)Belton Confidential13Drum Buffer Rope(DBR)-定義定義Drum鼓:瓶頸(最慢工序)的速度或產能Drum Beat鼓點:瓶頸的進度;用來優化瓶頸效率Buffer緩沖器:放在瓶頸前的以時間為基礎

13、的存貨Buffer Management緩沖器管理:目的是有一個合适的庫存防止瓶頸斷料同時使周期最小化瓶頸的進度最優化Rope繩子:原材料發放机制 In the DBR process,every effort is made to increase the efficiency of the constraint even at the determent of other measures.The inventory level(the buffer)must ensure the constraint never runs out of work.The rope mechanism r

14、estricts all inventory not needed to protect the constraint from entering the system.Each operation is directed to work as fast as possible(without compromising quality)when there is work and to sit idle if there is not work.Belton Confidential14Drum-Buffer-RopeThe slowest step/activity in the manuf

15、acturing chain sets the“Drum Beat”在制造鏈中最慢的工序設置一個鼓點 Capacity Constrained Resource(CCR)ABCD400 250 350 425Belton Confidential15Drum-Buffer-RopeA“buffer”is placed in-front of the slowest step in the process to protect the constraint 一個緩沖器放在最慢的工序前來保護瓶頸ABCDBufferBelton Confidential16What do Buffers do 緩沖

16、器有什么用緩沖器有什么用?Provide a time based(buffer up periodically)reserve of material to protect the Constraint(and the entire process)from lost operating time due to variations in准備一個以時間為基礎的物料儲備來防止瓶頸損失加工時間這是由于變異來自:set-up times 切換時間processing times加工時間machine breakdowns 機器故障travel time 運輸時間delays 延期normal pr

17、ocess statistical fluctuations 正常工序統計波動Provide an opportunity to optimize constraint schedule 提供優化瓶頸的机會eg.ganging like products increases run length and increases constraint uptime and overall plant output 增加瓶頸的運行時間增加瓶頸的開机時間和總產出.Tie to the gating operation to control the release of raw material into

18、 the process stream 按照瓶頸工序的需求來發放原材料到生產線Belton Confidential17Buffer Management 緩沖器管理緩沖器管理3210Everything is OK(stop upstream production)Watch&plan how you would expediteACT!we are in trouble!The profile of the buffer governs what type of expediting we are required to do(nothing,plan to expedite,expedi

19、te)Buffer size is a trade-off between protection and lead time if buffer size is increased,protection increases,however so does manufacturing lead timeThe buffer can be properly sized by monitoring the“holes”“Holes”tell us where to make our next process improvement and where the constraint will move

20、 when the current constraint is elevatedBecomes the principle shop floor control mechanismBelton Confidential18It is neither likely,nor desirable that all of the time buffer content profiles be 100 percent.On the other hand,the time buffer content profile must be sufficient to achieve the buffers pr

21、imary purpose of protecting the constraint.Buffer Content Profile Based on%of Work Available 0102030405060708090100%of Work Avail in Buffer1234Time to Stock Out3210Everything is OK(stop upstream production)Watch&plan how you would expediteACT!we are in trouble!“Constraint is about to be starved!Work

22、 available!Stock up Buffer FAST!”Buffer Management 緩沖器管理緩沖器管理Belton Confidential19Drum-Buffer-RopeThe“rope”is used to gate the release of raw materials to the pace of the constraint or“drum beat”繩子用來按照瓶頸的節拍或“鼓點”來控制原材料的發放.ABCDRopeBelton Confidential20What do Ropes do 繩子有什么用繩子有什么用?Provide a linking me

23、chanism for the buffer to the initiating processes(gating operations)for a stream of production 提供一個將緩沖器和起始工序相連的机制保証生產物流Limit the amount of inventory to manageable level by restricting flow into the system 通過限制物料流進系統來約束存貨達到一個可管理的水平Synchronize the flow of material to the constraint schedule(drum beat

24、)使物流與瓶頸進度保持一致(鼓點)Belton Confidential21ABCDERaw MaterialsFinished GoodsDrumBufferRopeDBR 生產控制生產控制Belton Confidential22DBR Production ProcessOperation 2Operation3Operation4Raw MaterialsOperation 1WarehouseCustomerConstraint Buffer1.Sales order activates constraintShippingBuffer2.Constraint activates R

25、M replenishment&“pulls”stock3.Constraint alerts downstream operationsBelton Confidential23DBR AppliedBelton Confidential24ABCDERaw Materials11 Partsper Day9 Partsper Day5 Partsper Day8 Partsper Day15 Partsper DayFinished GoodsSimple Manufacturing LineBelton Confidential25Task:Design a process to pro

26、duce 5 parts per day at the minimum cost 設計一個流程以最小成本來生產5件/天產品.Belton Confidential26ABCDE5 Partsper Day5 Partsper Day5 Partsper Day5 Partsper Day5 Partsper DayLine Balance+Waste EliminationRaw MaterialsFinished GoodsSolution 1問題問題:生產變異約束了產出生產變異約束了產出Belton Confidential27Probability all are 5+is:0.5*0.

27、5*0.5*0.5*0.5=.03=3%chance of system producing 5 or more per day50%50%50%50%50%Probability of 5+pts/day5+/-1 Pts/dayLine Balance+Waste EliminationRaw MaterialsFinished Goods5+/-1 Pts/day5+/-1 Pts/day5+/-1 Pts/day5+/-1 Pts/dayImpact of Variability*Assume a variation in output of+/-20%ABCDEChance of 5

28、=Chance of 5=50%)Belton Confidential28ABCDE11 Pts/day9 Pts/day5 Pts/day8 Pts/day15 Pts/dayDrumBufferRopeSolution 2TOC Process Control-DBRRaw MaterialsFinished GoodsBelton Confidential29ABCDE11+/-2 Pts/day9+/-2 Pts/day5+/-1 Pts/day8+/-2 Pts/day15+/-3 Pts/dayDrumBufferRopeImpact of Variability*變异的影響變异

29、的影響TOC Process Control-DBR50%chance of system producing 5 or more per dayRaw MaterialsFinished Goods*Assume a variation in output of+/-20%Belton Confidential30TOC MeasuresBelton Confidential31Key DBR Measures Global MeasuresBufferManagement Local Measures Product MixDecisionsDrum-Buffer-RopeHOW DID

30、WE DO IT IN THE OPERATION?HOW ARE WE AS A COMPANY DOING?WHAT PRODUCTS SHOULD WE MAKE?WHATSHOULD WE WORK ON RIGHT NOW?Key elements to ensure 關鍵因素确保:ON TIME DELIVERY 及時交貨 COMPLETE DELIVERY 完成交貨 MAXIMUM PERFORMANCE 績效最大化Belton Confidential321.Balance flow 平衡物流平衡物流2.The level of utilization of a non-bot

31、tleneck isdetermined by the throughput of the bottleneck非瓶非瓶 頸工序的利用水平由瓶頸產出決定頸工序的利用水平由瓶頸產出決定3.An hour lost at a bottleneck is an hour lost for the total system 在瓶頸工序損失一小時相當于整個在瓶頸工序損失一小時相當于整個 系統損失一個小時系統損失一個小時4.An hour gained at the constraint is an hour saved for the whole system 在瓶頸工序節省在瓶頸工序節省1小時相當于為

32、整個系統節省小時相當于為整個系統節省1小時小時 5.Bottlenecks govern both throughput and inventories 由瓶頸來管理產出和庫存由瓶頸來管理產出和庫存TOC Operations-Global RulesBelton Confidential33TOC Operations-Global Rules6.The transfer batch(to bottlenecks)may not and many times should not be equal to the process batch(at bottlenecks)瓶頸工序的交收批量可以

33、與非瓶頸工序的批量不相等瓶頸工序的交收批量可以與非瓶頸工序的批量不相等7.The process batch should be variable not fixed(run whenever possible)加工批量可以是變化的無須固定加工批量可以是變化的無須固定8.Schedules should be established by looking at all of the constraints simultaneously.計划須同時考慮各個瓶頸的情況而制定計划須同時考慮各個瓶頸的情況而制定.Belton Confidential34Game Study Belton Confidential35演讲完毕，谢谢观看！