Theory of constraints

Rahman, Shams

doi:10.1108/01443579810199720

Cited by 216 publications

(42 citation statements)

References 14 publications

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“…DBR is used in operations management to develop consistent, achievable schedules to maximize productivity at the system level, rather than at the individual machine or workstation level (Stein 1997). Thus, the technique is used to balance flow rather than capacity (Rahman 1998). The drum is the production rate of the constraint function, and therefore is used to set the pace of the entire system (Rahman 1998).…”

Section: Figmentioning

confidence: 99%

“…Thus, the technique is used to balance flow rather than capacity (Rahman 1998). The drum is the production rate of the constraint function, and therefore is used to set the pace of the entire system (Rahman 1998). The buffer represents an allotted amount of inventory that protects production flow against unanticipated delays or scheduled interruptions.…”

Section: Figmentioning

confidence: 99%

“…Although it is important to consider performance of individual machines, TOC encourages systems-level thinking and discourages managing for local optimums (Stein 1997). Therefore, efforts to increase machine utilization should be focused exclusively on machines that are the constraint in the system because an hour saved at a non-constraint function is just an illusion, while an hour lost at a constraint represents an hour lost to the overall system (Rahman 1998). However, managers must be cognizant that adding resources to the constraint to boost production will inevitably cause the constraint to shift to another function in the system.…”

Section: Planning For Unused Capacitymentioning

confidence: 99%

“…The foundation of TOC is based on two main premises -that all systems have at least one constraint that limits throughput (i.e. revenue-generating production), and the existence of constraints presents opportunities to improve system performance (Rahman 1998). Additionally, TOC is based on various essential elements, including a focus on system-based thinking rather than local optimums, and recognition of multiple constraint types (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…behavioral, managerial, capacity, market, logistical, etc.). Applying TOC involves the following five focusing steps: (1) identify the constraint in the system (2) decide how to exploit this constraint (3) subordinate everything else to the above decision (4) evaluate and improve the system's constraint (5) if improvement of the constraint leads to a new constraint in the system, go back to step 1 (Stein 1997, Rahman 1998, Goldratt and Cox 2004, Noar et al 2013.…”

Section: Introductionmentioning

confidence: 99%

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Applying Theory of Constraints to Timber Harvesting

Kelly

Germain

2019

Croat. j. for. eng. (Online)

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Logging firms are a critical link in wood supply chains, connecting forest landowners with markets for wood products. Improving operational planning can benefit individual logging firms as well as the larger wood supply chain in which they operate. Applying concepts from Theory of Constraints (TOC) to timber harvesting may help achieve greater predictability and efficiency when planning harvest operations. However, examples that demonstrate how TOC can improve logging operations are lacking. This study focuses on the analysis of production and activity data collected during the harvest of a temperate mixed hardwood forest in the Northeast United States using a chainsaw-forwarder system through a TOC lens. Specifically, the drum-buffer-rope (DBR) method was used to reschedule operator and machine activities such that a consistent flow of wood from stump to landing was maintained despite anticipated production setbacks. The results of this case study provide insights into the usefulness of applying TOC to logging operations. In particular, logging businesses must be able to estimate machine and operator productivity within a given harvest context to identify and exploit system constraints, while taking full advantage of unused capacity of any non-constraint functions.

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Section: Figmentioning

confidence: 99%

Section: Figmentioning

confidence: 99%

Section: Planning For Unused Capacitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Applying Theory of Constraints to Timber Harvesting

Kelly

Germain

2019

Croat. j. for. eng. (Online)

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USING THE THEORY OF CONSTRAINTS to focus organizational improvement efforts: Part 1—Defining the problem

Reid¹,

Shoemaker²

2006

Journal AWWA

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In this article, the first in a two-part series, the theory of constraints (TOC) was applied to problems plaguing the maintenance system of the Albuquerque (N.M.) Water Utility Division. Using TOC premises and thinking-process logic tools, the management team worked to pinpoint the primary constraint(s) limiting system performance. By creating a logic diagram (a current-reality tree), team members were able to capture the cause-and-effect relationships responsible for the undesirable conditions and underlying core conflicts.TOC is a relatively new theory for identifying and understanding core problems within organizations. By demonstrating how the theory can be applied to a real-world water provider, this article offers utility managers a solid, logic-based approach to solving some of their more intractable and continually recurring problems.-MPM 6 63 3 Data regarding water main breaks are widely considered important for effective water distribution asset management. This article presents the results of a survey administered to small and medium-sized utilities to evaluate the state of data collection practices for water main breaks in the United States and Canada. The survey included questions about the amount and type of data collected by water utilities, the utilities' level of comfort with the amount of data collected, and the availability of data elsewhere within the utility.The survey results show that the amount of data collected can be classified by the degree of data richness and defined as either an expanded, intermediate, limited, or minimal data set. Analysis of the results suggests that utilities can implement practices to increase the amount of data they collect and increase the effectiveness of their data collection and processing. The results also suggest that utilities can improve their data sets by considering additional sources of data for water main breaks.-KD 7 76 6A study of the distribution system in Davenport, Iowa, suggests that monitoring for coliphages can help water providers detect viral intrusion resulting from main breaks. In this research, occurrence of coliphage in the distribution system was associated with wintertime main breaks. Low temperatures and use of chloramines-to which coliphages are resistant-aided in the survival and transport of the virus. Coliphage-testing is a simple assay that can provide information on virus intrusion and survival in drinking water systems, an issue of potential public health concern. Coliphages could prove an effective indicator of contamination from main breaks; the organisms' resistance to chloramines makes them particularly suited for use in chloraminated systems, an important consideration given the growing trend toward use of chloramines to control disinfection byproducts.-MPM 8 87 7

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Redesigning an inpatient pediatric service using Lean to improve throughput efficiency

Beck

Gosik

2014

Journal of Hospital Medicine

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BACKGROUND Data suggest that delays in discharges from inpatient units affect hospital throughput and contribute to emergency department crowding. Lean/Six Sigma (LSS) has been shown to improve inefficiencies in other industries. There are no published data on what impact LSS can have on advancing and sustaining earlier patient discharges. OBJECTIVE Determine the impact LSS has on advancing times of placement of discharge order and patient discharge compared to control. Secondary outcomes were length of stay (LOS) and readmission rates. DESIGN Prospective quality study with concurrent controls. SETTING Academic medical center. PATIENTS Hospitalized pediatric patients compared to remainder of the children's hospital services. INTERVENTIONS Staff reallocation, creation of standard workflow, multidisciplinary predischarge planning, and creation of a discharge checklist. MEASUREMENTS Median time of discharge order entry and median time of actual patient discharge, proportion of patients discharged before noon and 2 pm, and LOS and readmission rates. RESULTS The median time of order entry was 10:45 compared to 14:05, and the median time of discharge was 14:15 compared to 15:48. The LOS and the readmission rates remained the same in both cohorts. The control group had faster baseline discharge order entry and patient discharge, but discharge performance did not improve, despite a significantly lower average daily census. CONCLUSIONS We determined that Lean approaches can have an immediate and sustained impact on advancing patient discharges, with no negative affect on LOS or readmission rates. Our intervention generated consistent results independent of personnel during the busiest months of the year at a tertiary care children's hospital. Journal of Hospital Medicine 2015;10:220–227. © 2014 Society of Hospital Medicine

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Theory of constraints

Cited by 216 publications

References 14 publications

Applying Theory of Constraints to Timber Harvesting

Applying Theory of Constraints to Timber Harvesting

USING THE THEORY OF CONSTRAINTS to focus organizational improvement efforts: Part 1—Defining the problem

Redesigning an inpatient pediatric service using Lean to improve throughput efficiency

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