Analysis of setup time at constraint resources

Patterson, Mike C.

doi:10.1080/00207549308956761

Cited by 5 publications

(2 citation statements)

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“…Through the use of computer simulation, Weeda (1990) and Huisman et al (1990) explored the relation between batch mode, utilization of capacities and throughput. Several articles enhanced the TOC principles to address various theoretical problem settings such as master production scheduling, V-A-T analysis, setup time management (Lockamy and Cox, 1991;Patterson, 1993;Spencer and James, 1995). In a recent article, Dettmer (1995a) compared the system approach taken by TQM and TOC.…”

Section: Literature On the Concept And Enhancement Of Toc Conceptmentioning

confidence: 99%

Theory of constraints

Rahman

1998

International Journal of Operations &Amp; Production Management

216

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The conceptThe concept of the TOC can be summarised as:• Every system must have at least one constraint. If it were not true, then a real system such as a profit making organisation would make unlimited profit. A constraint therefore, "is anything that limits a system from achieving higher performance versus its goal" (Goldratt, 1988, p. 453). • The existence of constraints represents opportunities for improvement.Contrary to conventional thinking, TOC views constraints as positive, not negative. Because constraints determine the performance of a system, a gradual elevation of the system's constraints will improve its performance. The TOC has two major components. First, a philosophy which underpins the working principle of TOC. It consists of the five focusing steps of on-going improvement, the drum-buffer-rope (DBR) scheduling methodology, and the buffer management information system, and is usually referred to as TOC's "logistics" paradigm. The second component of TOC is a generic approach for investigating, analysing, and solving complex problems called the thinking process (TP). In addition, TOC prescribes new performance measurements which are quite different from the traditional cost-accounting system. We discuss these components in the following sub-sections. PhilosophyThe working principle of TOC provides a focus for a continuous improvement process. The principle consists of five focusing steps (Goldratt, 1990b, p. 5) which are summarised in Figure 1. The steps are:(1) Identify the system's constraint(s). These may be physical (e.g. materials, machines, people, demand level) or managerial. Generally, organisations have very few physical constraints but many managerial constraints in the form of policies, procedures and rules and methods (Goldratt, 1990b). Recently, Goldratt (1993 developed a technique called a Current Reality Tree to identify policy constraints. It is important to identify these constraints and also necessary to prioritise them according to their impact on the goal(s) of the organisation.(2) Decide how to exploit the system's constraint(s). If the constraint is physical, the objective is to make the constraint as effective as possible.A managerial constraint should not be exploited but be eliminated and replaced with a policy which will support increased throughput. (3) Subordinate everything else to the above decision. This means that every other component of the system (nonconstraints) must be adjusted to support the maximum effectiveness of the constraint. Because

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Section: Literature On the Concept And Enhancement Of Toc Conceptmentioning

confidence: 99%

Theory of constraints

Rahman

1998

International Journal of Operations &Amp; Production Management

216

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“…Dentre todas as regras, a que se destacou foi a SIMSET, que produziu o maior número de tarefas que deixaram a fábrica no período analisado. Esse resultado pode ser explicado em função de que a redução do tempo total despendido em setups aumenta a média de tempo disponível às máquinas transformarem peças e impacta diretamente no tempo médio de fluxo PATTERSON (1993). em um artigo chamado "Analysis of Setup Time at classificaram a literatura de acordo com o ambiente de fábrica como máquina única, máquinas paralelas, flow shops e job shops, sumarizando os resultados das pesquisas correntes pêlos diferentes tipos de problemas.…”

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Algoritmo metaheurístico para busca do gargalo flutuante em flow shop permutacional com tempos de setup assimétricos e dependentes da seqüência

Barros

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It treats ofthe development ofa metaheuristíc algorithm for permutational flow shop with asymmetric sequence dependent setup times (ASDSTr), with focus in the main restriction to the output ofa defíned production system: the bottleneck. The developed algorithm, called "Metaheuristic Algorithm of Search of the Flotation Bottleneck in Simulated Annealing {BGaFSAy\ Ít hás as acting criterion the optimization of the makespan (Cmax.) and it analyzes a possible change of the bottleneck in the system due to the local optimization of the bottleneck initially identífíed. Starting from the development of a software, the comparative was analyzed with other algorithm well referenced in the líterature and also the individual behavior of BGaFSA. The computational experimentation demonstrates that the simple local optimization ofthe bottleneck cannot be enough for the obtaining ofthe best global result, and that the flotation of the bottleneck happens and it should be consider for the obtaining ofa global great solution to the problem. That contradicts part of the researches in ASDST with bottleneck that it considers the local optimization ofthe bottleneck as the best road for the optimization ofthe complete system.

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