RED ZONE IS THAT WE COULD GAIN AND UNCOLOR ZONE IS MISSED

EFFECTS OF PROCESS VARIATION IN COMBINATION

SIMPLE PROCESS AND EFFECTS OF VARIATION IN OUT PUT

DOES CONSTRAINT MANAGEMENT NEEDS SOFTWARE

CM (Constraints Management) uses new concept of Pareto management (for the 99:1 rule) for continuous improvement. Essentially it follows the strategy of focusing on the set of activities that have the greatest influence on value of flow ( value stream).
On the other hand, TQM tends to be introduced globally but it does not means it work based on holism approach . In practice, CM does not completely invalidate this approach. However, from a management perspective it means the company needs to focus and do its best effort where the greatest return will be gained (ROI).
With all this said, it is important to emphasize that CM tends to be or start with an operational management system. Some people believe that with CM , Long-term strategic value is not handled very well , because CM is designed to respond to immediate market prices, not long-term value.
I DON’T AGREE WITH THIS COMMENT BECAUSE CM HAVE TWO SIDES (PHISIC OR LOGESTIC SIDE & MANAGEMENT MODE OR NONPHISIC SIDE) AND CM CAN’T WORK WHEN MANAGEMENT MODE OR ON THE OTHER HAND , WHEN YOU ARE ABLE TO APPLY AND IMPLEMENT A METHOD VERY WELL ,THAT IT BE WELL-FITTED WITH ORGANIZATION STRATEGY.(YOU CAN FIND EVIDENCES THAT APPROVE THIS ISSUE WHEN CM FAILED DURING IMPLEMETATION.)
Thus this point ; ‘know your business in two sides and find they are well-fitted or not’ is very important here. However, the success of CM when properly applied cannot be considered.
When immediate results are needed, CM is the approach to use. But it needs to be carefully monitored and managed to insure long-term value is not threatened. (Any change must be carefully monitored and managed to insure success.)
The key difference between CM and traditional views of management is to shift the focus from ‘cost and partial management’ to ‘value and holistic management’. This named , moving from the ‘cost or partial world’ to the ‘value or holistic world’.

DOSE CONSTRAINT MANAGEMENT NEED SOFTWARE?

FOR ANSWERING THIS QUESTION , FIRST LET'S KNOWING THE SOFTWARES ARE WORKING IN THE WORLD(WITHOUT ANY PRIORITY) :

•Control & Decision System (C&DS) Software TOC-solutions asking for crucial information to be able to make the right decision.Their belguimGIG partner has designed a software for TOC-solutions .
• TPACC Software to support implementation of Throughput accounting
• Sales opportunity tracking tool TOC related Software for B2B Sales,Add value to your CRM with Opportunity Management functionality. Used to develop a process of ongoing improvement in sales management
• Replenishment+ Replenishment+™ - Materials and Supply Chain Management software by CMG
• DBR+ Software to support DBR implementation, developed by CM group
• Activplant Throughput analyzer
• Synchrono Software to support DBR implementations
• Emrys, Vivcadena software Providers of replenishment software, especially successful in retail
• Manusinc Providers of DBR-software
• PS8 Software makers of PS8 for Critical Chain Project Management
• CC-Pulse makers of cc-Pulse and cc-MPulse, single project to enterprise-wide scalable Critical Chain Project Management software
• Realization, Concerto Software support for Critical Chain, focussed on execution support
• Pro Chain Critical Chain project Management Solution
• Advanced Projects Critical Chain project Management Support tool
• CMS Road Runner Roadrunner software to support DBR manufacturing implementations
•Symphony Software to support S-DBR and replenishment, used in most Viable Vision projects
• Thinking process tools Software supporting the TOC Thinking Processes
• SPEEDY GONZALES
SUPPORTING DBR ,REPLENISHMENT, THROUGHPUT ACCOUNTING, THINKING PROCESS , CCPM , SOULATION 4 SALE THAT POWERD BY CMLC IN IRAN.
FOR 3 TYPES OF BUISNESS:
1.INDUSTRY
2.SERVICE
3.GOVERMENTS AND MILLITARY
•MALSP II

Buffer Management

BF looks at the areas protected by a buffer and focuses on those incidents where most of the buffer has been used, and then gives the “almost late” orders high priority, which can be translated as expediting

GREEN Ignore zone: we don’t really expect the order show up at the protected area..
YELLOW The monitor zone: Attention to but no reaction as there is still enoughtime to expedite and it might not be needed..
RED Emergency zone: there is a need to react, otherwise the order will be late.

Drum-Buffer-Rope Technique

The bottleneck is the “drum” connected by a “rope” to gating operation and allowing a “buffer” to protect the bottleneck.
It is the leverge point between the demand and the CCR that dictates the actual pace if the system.
It has to plan and control.



CCR(capacity constraint resource): when the demand approaches the limit imposed by the most loaded resource, that particular resource, in turn become CCR.

Three basic principles

• An organization has a goal to achieve
  
• An organization is more than the sum of its part
  
• The performance of an organization is constrained by very few variables

The impact of TOC on ERP

1. 
   Specific TOC techniques that should be part of ERP
   
2. Defining the requirements from the ERP according to the TOC generic thinking
   
3. Managing the actual implementation project of ERP according to the TOC project management methodology

The Basics of (cont,d)

One of the common failures of ERP implementation is to be drawn into the technical details and lose the sight of the overall target.
The more generic thinking of TOC will lead ERP implementation to be much leaner than otherwise thought

The Basics of Constraints Management

1. The Theory of Constraints is a management philosophy,developed in the early 1980s that is still gaining popularity.
2. TOC has defined itself as a whole system approach more than any other management philosophy.
   

LOOK AT THE WORLD WITH THIS CONCEPT: FIND MAGIC ONE

Pareto analysis holds that 20 percent of events cause 80 percent of
the results. For example, 20 percent of customers generate 80 percent
of all profits, or 20 percent of all production issues cause 80 percent
of the scrap. The theory of constraints, when reduced down to one
guiding concept, states that one percent of all events cause 99 percent
of the results.

DRUM BUFFER ROPE

Drum

This is the element in a company’s operations that prevents
the company from producing additional sales. This is the
company’s constrained capacity resource or bottleneck operation.
It will most likely be a machine or person, though it also might
be a short supply of materials. Because total company results are
constrained by this resource, it beats the cadence for the entire
operation— in essence, it is the corporate drum.
Buffer

The drum operation must operate at maximum efficiency
in order to maximize company sales. However, it is subject to
the vagaries of upstream problems that impact its rate of production.
For example, if the drum is located in the production
department, then if the stream of work-in-process generated by
an upstream work center is stopped, the inflow of parts to the
drum operation will cease, thereby halting sales. To avoid this
problem, it is necessary to build a buffer of inventory in front
of the drum operation to ensure that it will continue operating
even if there are variations in the level of production created by
feeder operations. The size of this buffer will be quite large if the
variability of upstream production is large, and correspondingly
smaller if the upstream production variability is reduced.
Rope

This term refers to the timed release of raw materials into
the production process to ensure that a job reaches the inventory
buffer before the drum operation is scheduled to work on it. In
essence, the rope is the synchronization mechanism driving the
flow of materials to the drum operation. The length of the rope
is the time required to keep the inventory buffer full, plus the
processing time required by all operations upstream of the drum
operation.

Importance of DBR

Drum Buffer Rope(DBR) is a tool of production scheduling(planing) that concentrate on maximizing flow of value (total efficiency) rather than local efficiency. Instead of dividing the plant into departments and then scheduling every operatins in these departments, DBR divides the company into several goods or service streams and then schedules only the bottlenecks(drum or CCR), in each of these streams. The factory try to adjust behavior same “road runner work ethic or speedy gonzales behavior" whe they do the schedules – when they have work, they work as quickly as they can, when they don’t have work left on their schedule to complete, they stop.
Overall, DBR or SDBR not only simplifies scheduling of the plant, it also simplifies the measurement of the plant.
Every “drum” operations in the company or business is measured on how well they produce to their schedule (“on-time to schedule”). Every “non-drum” work centre up-stream of the drum is measured on how well they get product to the “drum” on-time (“on-time to buffer”). Every “non-drum” operation down-stream of the “drum” is measured on how well they get product to finished goods on-time (“on-time to finished goods”).
In a DBR space , traditional measures like line or operation efficiencies and cost for each unit (local measurs) are eliminated because they actually make delay for flow and increase overall cost in the plant.
In addition DBR is a point for using both pull and push systems togather, and it is important for plant monitoring because you plan the plant based on bottelneck.

management tools

What are tools that help organizations to win competition in real world?



1 .Mathematical algorithms.
2 .Description algorithms.
3.Logical & philosophical algorithms.
4.Mixed algorithms.

INCREASING Value OF company is a process that is embedded in the day to day life in a company. A company has drawn up a challenging plan to ensure that it continuesto create value in now and the future. Company’s map for growth is founded on worldclass capabilities, a culture of continous improvement, A company values of Leadership with Trust and its firm resolve to be a world industry player in the world.Does CONSTRAINTS MANAGEMENT help us to be in world class?How?How long does it last ?