22S: Theory of constraints

Question 1

a method of production flow management

Answer 1

optimized production technology (OPT)

Question 2

compared to six sigma and lean manufactuirng, the theory of constraints concentrates its improvement efforts only on

Answer 2

the operation that is constraining a critical process or on the weakest component that is limiting the performance of the system as a whole

Question 3

a production process coordinated to work in harmony to achieve the goals in the firm

Answer 3

synchronous manufacturing

Question 4

Goldratts goal of any firm

Answer 4

the goal of a firm is to make money

Question 5

2 ways to measure performance

Answer 5

1. financial measurements
2. operational measurements

Question 6

3 measures of the firms ability to make money (financial measurement)

Answer 6

1. Net profit
2. Return on investment
3. Cash flow

Question 7

an absolute measurement in dollars

Answer 7

net profit

Question 8

a relative measure based on investment

Answer 8

return on investment

Question 9

a suvival measurement

Answer 9

cash flow

Question 10

3 operational measurements

Answer 10

1. throughput
2. inventory
3. operating expenses

Question 11

the rate at which money is generated by the system thorugh sales (goods sold)

Answer 11

throughput

Question 12

all the money that the systme has invested in purcahsing things it intends to sell

Answer 12

inventory

Question 13

all the money that the system spends to turn inventory into throughput

Answer 13

operating expenses

Question 14

money spend

Answer 14

value added

Question 15

whats the goal of the firm from an operational standpoint

Answer 15

increase throughput while simultaneously reducing inventory and reducing operating expense

Question 16

all the actions that bring a company closer to its goals

Answer 16

productivity

Question 17

which is better balanced capacity or unbalanced capacity

Answer 17

unbalanced capacity

Question 18

the ability to do the next process is dependent on the preciding one

Answer 18

dependent events

Question 19

the normal variation about a mean or average (when one process takes longer that the average, the next process cannot make up the time)

Answer 19

statistical fluctuation

Question 20

the normal variation about a mean or average (when one process takes longer thatn the average, the next process cannot make up the time)

Answer 20

statistical fluctuation

Question 21

any resource whose capacity is less than the demand palced upon it. is a constraint within the system taht limits throughput

Answer 21

bottleneck

Question 22

what to do if there is no bottleneck

Answer 22

system should be changed to create a bottleneck

Question 23

the available time for production. this excludes maintenance and other downtime

Answer 23

capacity

Question 24

any resource whose capacity is greater than the demand placed on it. it therefore should not be working constantly because it can produce more than is needed

Answer 24

nonbottleneck

Question 25

one whose utilization is close to capacity and could be a bottleneck if it is not scheduled carefully

Answer 25

capacity constrained resource (CCR)

Question 26

5 time components

Answer 26

1. setup time
2. processing time
3. queue time
4. wait time
5. idle time

Question 27

the time that a part spends waiting for a resource to be set up to work on this same part

Answer 27

setup time

Question 28

the time that the part is being processed

Answer 28

processing time

Question 29

the time that a part waits for a resource while the resource is busy with something else

Answer 29

queue time

Question 30

the time thgat a part waits not for a resource but for another part so that they can be assembled together

Answer 30

wait time

Question 31

the unused time; that is the cycle time - the sum of the setup time, processing time, queue time, and wait time

Answer 31

idle time

Question 32

for a bottleneck what time is the greatest

Answer 32

queue time

Question 33

for nonbottleneck what time is the greatest

Answer 33

wait time

Question 34

• better tooling
• higher quality labor
• larger batch sizes
• reduction in setup time

Answer 34

ways to save time on a bottleneck

Question 35

an hour saved at the bottleneck

Answer 35

adds an extra hour to the entire production system

Question 36

an hour saved at a nonbottleneck

Answer 36

adds an extra hour to the entire production system

Question 37

strikes the beat that the rest of the system used to function (the control point that is put on the bottleneck since its the best place for control)

Answer 37

drum

Question 38

if not the bottleneck, the best place to set the drum is

Answer 38

a capacity constrined resource (CCR)

Question 39

inventory in front of a bottleneck

Answer 39

buffer/time buffer

Question 40

communication back upstream to A what D had produced so that A provdies only that amount. this keeps inventory from building up

Answer 40

rope

Question 41

is of a batch large enough or small enough to be process in a particular lenght of time

Answer 41

process bath

Question 42

the movement of part of the process batch

Answer 42

transfer batch

Question 43

for bottleneck resources, what batch size is desirable

Answer 43

larger batch sizes

Question 44

this sized batch size give lower work in process inventory and faster product flow

Answer 44

smaller transfer batch

Question 45

this sized batch give longer lead time and higher inventories

Answer 45

larger transfer batches

Question 46

a measurement of the value of inventoru and the time it stays within an area (the total value of inventory * the number of days that inventory spends within a department)

Answer 46

dollar days

Question 47

uses backward scheduling

Answer 47

MRP

Question 48

uses forward scheduling

Answer 48

synchronous manufacturing