Research of Production Scheduling Based on Theory of Constraints

Zhang, X.M.; Du, Yonghao

doi:10.2991/eame-15.2015.39

Cited by 2 publications

(4 citation statements)

References 3 publications

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“…Like a chain, the system performance is limited by the weakest linkconstraint. This means that no matter how much effort you put into improving the processes of a system, only the improvements to the weakest link will produce any detectable system improvement, [12] to [15]. TOC provides tools and applications that enable organizations to identify the constraints (or few of them), exploits them and subordinates others based on that decision in order to get the most out of the existing system or organization.…”

Section: Fig 2 Basic Principles Of Pull-based Approachmentioning

confidence: 99%

“…Additionally, the Drum-Buffer-Rope (DBR) [15], [19], [20] is powerful and robust TOC solution that is intended to manage the flow of work through a (development) process rather than managing the capacity of resources. It is designed to protect against general cause variation that cannot be removed from the system and some special cause variation.…”

Section: Fig 2 Basic Principles Of Pull-based Approachmentioning

confidence: 99%

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Manufacturing Scheduling Performance – a Case Study

Buchmeister¹,

Palčić²,

Ojsteršek³

2019

DAAAM Proceedings

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Scheduling as a research area is motivated by questions that arise in production planning and, generally, in all situations in which scarce resources have to be allocated to activities over time. One of the major reasons, why scheduling receives so much attention, is that information technology enables the shifting of a production strategy from push system to pull system. The purpose of implementing a pull system is to manufacture products based on actual demand and not on forecasts. This paper compares three approaches for manufacturing scheduling, starting with traditional push approach (MRP) and continuing with Kanban (pull) and with Theory of Constraints -TOC (pull/push), regarding performance and throughput improvement. Kanban as well as TOC showed a stable and lower number of active tasks and shorter task completion time compared to traditional production scheduling, but on the account of lower resource efficiency.

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Section: Fig 2 Basic Principles Of Pull-based Approachmentioning

confidence: 99%

Section: Fig 2 Basic Principles Of Pull-based Approachmentioning

confidence: 99%

Manufacturing Scheduling Performance – a Case Study

Buchmeister¹,

Palčić²,

Ojsteršek³

2019

DAAAM Proceedings

View full text Add to dashboard Cite

show abstract

“…Like a chain, the system performance is limited by the weakest link -constraint. This means that no matter how much effort you put into improving the processes of a system, only the improvements to the weakest link will produce any detectable system improvement [13][14][15][16]. TOC provides tools and applications that enable organizations to identify the constraints (or few of them), exploits them and subordinates others based on that decision in order to get the most out of the existing system or organization.…”

Section: Introductionmentioning

confidence: 99%

“…Additionally, the Drum-Buffer-Rope (DBR) [16,20,21] is powerful and robust TOC solution that is intended to manage the flow of work through a (development) process rather than managing the capacity of resources. It is designed to protect against general cause variation that cannot be removed from the system and some special cause variation (e.g., Murphy).…”

Section: Introductionmentioning

confidence: 99%

Reducing the Time of Task Execution with Existing Resources – Comparison of Approaches

Zupancic¹,

Buchmeister²,

Aljaz³

2017

Int. j. simul. model.

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Today, success represents sustainability in introducing new standards and orientation toward the customer, to the quality and price of products, to flexibility, agility and promptness, to economising in resources and protection of the environment. This is not easy to achieve, especially in an environment, where it is natural desire to keep resources busy, in particular the critical resources. This usually results in unfavourable outcomes, usually experiencing significant degradation in performance of company and a lot of firefighting inside the company. This paper outlines three approaches for manufacturing scheduling, starting with traditional push approach (MRP) and continuing with Kanban (pull) and Theory of Constraints (pull/push), regarding performance and throughput improvement. It determines how resources should be scheduled within a system in order to enhance performance, provide stability and predictability of products. Simulations demonstrate that 200 % to 600 % of improvement is possible at inventory level (work in progress) and the same at lead time, based on the number of completed tasks over a given period of time.

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Research of Production Scheduling Based on Theory of Constraints

Cited by 2 publications

References 3 publications

Manufacturing Scheduling Performance – a Case Study

Manufacturing Scheduling Performance – a Case Study

Reducing the Time of Task Execution with Existing Resources – Comparison of Approaches

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