A comparison of JIT and TOC buffering philosophies on system performance with unplanned machine downtime

Watson, Kevin; Patti, Anthony L.

doi:10.1080/00207540600972943

Cited by 39 publications

(34 citation statements)

References 10 publications

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“…In other words, a maximum limit on the number of jobs released to the bottleneck but not yet completed is established and a job is released whenever the number of jobs is below the prescribed limit (e.g. Ashcroft, 1989;Lambrecht & Segaert, 1990;Duclos & Spencer, 1995;Chakravorty & Atwater, 1996;Chakravorty, 2001;Watson & Patti, 2008). There are two ropes: Rope 1 determines the schedule at the bottleneck to exploit the constraint according to the organization's goal (Schragenheim & Ronen, 1990); Rope 2 then subordinates the system to the constraint (the bottleneck station).…”

Section: Drum-buffer-rope (Dbr) and The Theory Of Constraints (Toc)mentioning

confidence: 99%

Deconstructing bottleneck shiftiness: the impact of bottleneck position on order release control in pure flow shops

Thürer

Stevenson

et al. 2017

Production Planning & Control

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Bottleneck shiftiness is an important managerial problem that negatively affects shop floor manageability. It has therefore received much research attention. Yet research has focused on how protective capacity can be used to influence bottleneck shiftiness rather than on assessing its operational impact. The latter is complex to evaluate since changing the degree of bottleneck shiftiness influences utilization, which makes the results of different experimental settings non-comparable. To overcome this problem, we take a different approach. Bottleneck shiftiness is decomposed by investigating its underlying phenomenon: the impact of the bottleneck position. Using a simulation model of a pure flow shop, we demonstrate that the bottleneck position has a negligible impact on performance if jobs are released immediately and control is exercised by a dispatching rule. But when order release is controlled, the bottleneck position does impact performance -tighter control can be exercised, and better performance achieved, the further upstream the bottleneck is positioned.Hence, control parameters need to be adjusted. Further, results show that it is important to be aware of the direction of the bottleneck shift. If the bottleneck shifts upstream (from the current bottleneck), performance is likely to improve rather than deteriorate as is implicitly assumed in the literature.

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Section: Drum-buffer-rope (Dbr) and The Theory Of Constraints (Toc)mentioning

confidence: 99%

Deconstructing bottleneck shiftiness: the impact of bottleneck position on order release control in pure flow shops

Thürer

Stevenson

et al. 2017

Production Planning & Control

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“…Table 2 shows different implementation of TOC. Fenbert & Fleener, 2002;Wei et al, 2002√ Dettmer, 1995Ehie & Sheu, 2005;Moore & Scheinkopf, 1998;Nave, 2002;Raimona Zadry & Mohd Yusof, 2006;Siha, 1999;Stein, 1997√ Coman & Ronen, 2000Hilmola 2001√ Aryanezhad & Komijan, 2004Bhattacharya et al, 2008;Fawcett & Pearson, 1991;Fredendall & Lea 1997;Gupta et al, 2008;Lea & Min, 2003;Patterson, 1992;Souren et al, 2005;Umble et al, 2006√ Balakrishnan & Cheng, 2005√ Bhimani et al, 2002Cooper & Slagmulder, 1999;Fritzsch, 2011;Kee, 1995;Kirche et al, 2005;Ioannou & Papadoyiannis, 2004;Jones & Dugdale, 1998Louderback & Patterson, 1996;Schniederjans & Garvin, 1997;Spencer, 1994;Watson & Patti, 2008;Zimmerman & Yahya-Zadeh, 2011√ Bramorski et al, 1996√ Breen et al, 2002Motwani et al, 1996 √…”

Section: Resultsmentioning

confidence: 99%

“…Just-In-Time (JIT) manufacturing outperformed TOC in terms of short-and long-term profitability, customer service, and work-in-process inventory. Watson and Patti (2008) studied the effect of buffering under JIT and TOC to determine whether or not a difference in performance exists in systems encountered with unplanned machine downtime.…”

Section: Tablementioning

confidence: 99%

Theory of constraints: A state-of-art review

Orouji¹

2016

10.5267/j.ac

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The theory of constraints (TOC) is a management tool, which considers any manageable system as being limited in reaching more of its objectives by some constraints. According to TOC, there is always, at least, one single constraint, and TOC implements a concentrating process to detect the constraint and restructure the remaining of the organization around it. This paper presents an overview of different perspectives of TOC and its implementation in different industries such as project management, quality management, outsourcing, product mix, maketo-buy, accounting, banking and health care, etc. The results indicate that the method has been extensively implemented in different areas of accounting.

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“…The work conducted by Sale and Inman (2003) showed that the combined use of JIT and TOC can result in a higher performance if compared to the use of the individual approaches. Patti and Watson (2008) concluded that TOC is more tolerant of variability, has less lead time and needs on average 50% less than the JIT inventory for the same productivity. This information is based on the strategy of focusing on the management of production bottlenecks system, and rather than manage equally all the resources of the productive system.…”

Section: Toc and Leanmentioning

confidence: 99%

“…Some works of computational simulation comparing JIT, currently named Lean, and TOC were performed by Miltenburg (1997); Chakaravorty and Atwater (1996); Cook (1994) and Watson and Patti (2008). Miltenburg (1997) showed that JIT operates with less inventory and lead times while TOC generates higher productivity.…”

Section: Toc and Leanmentioning

confidence: 99%

TOC, lean and six sigma: The missing link to increase productivity?

Pacheco¹

2015

Afr. J. Bus. Manage.

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The objective of this study is to analyze the points of convergence and divergence between the Theory of Constraints, Lean Manufacturing and Six Sigma in an integrated manner when used for continuous improvement of manufacturing systems. This research also aimed to advance a better understanding of the fundamental principles of such methodologies by performing a comparative analysis of critical issues. The focus of discussion of this study was to search the literature to identify characteristics of exclusion and similarities between the three approaches when applied in an integrated way in productive systems. The results of this study suggest that the Theory of Constraints, Lean Manufacturing and Six Sigma have many complementary elements that overlap the divergent points and there is a big space of research to be explored on this issue. As a result, this study presents a critical analysis of 28 comparative criteria relevant to the three approaches.

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A comparison of JIT and TOC buffering philosophies on system performance with unplanned machine downtime

Cited by 39 publications

References 10 publications

Deconstructing bottleneck shiftiness: the impact of bottleneck position on order release control in pure flow shops

Deconstructing bottleneck shiftiness: the impact of bottleneck position on order release control in pure flow shops

Theory of constraints: A state-of-art review

TOC, lean and six sigma: The missing link to increase productivity?

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