Theory of Constraints

Question 1

Constraint

Answer 1

Anything in the organization (or outside it) that blocks it to reach its goal.

Question 2

Tipos de constraint

Answer 2

internal o external

Question 3

Internal constrainr

Answer 3

Process Restriction (Insufficient capacity)

Question 4

External constraint

Answer 4

• Material Restrictions (Lack of materials)

- Market restrictions (Insufficient demand)

Question 5

Productivity

Answer 5

Do things in such a way that, in the case of the company, it is as close as possible to its goal. Salidas contra entradas.

Question 6

Indicators

Answer 6

Referencia o unidad de medición que te permite identificar que tan eficientemente estás cumpliendo con las metas.

Question 7

Tipos de parámetros

Answer 7

Tradicionales
Erroneos
By TOC

Question 8

Parámetros tradicionales

Answer 8

Son buenos pero insuficientes

• Net profit
• ROI
• Cash flow

Question 9

Net profit

Answer 9

(vs relative profit, push for global vision)-utilidad (ventas-gastos(materiales, personal y gastos indirectos))

Question 10

ROI

Answer 10

Return on investment

Cuanto dinero te genera tus activos, lo comparas con lo que ganarías si vendieras todo y lo metes al banco.

Question 11

Cash flow

Answer 11

medida de los activos circulantes disponibles.

Question 12

Wrong parameters

Answer 12

-Local optima
Workforce
Value added

Question 13

Local optima

Answer 13

(bonus on achieving goals by department) - puedes mejorar un departamento y que la empresa siga igual o peor. Levantas muros, empeora la situación.

Question 14

Workforce

Answer 14

(first thinking on costs reduction) - correr gente para bajar costos.

Question 15

Value added

Answer 15

focus on the product, not the whole process

Question 16

Parameters by TOC

Answer 16

Throughput o facturación
Inventories
Operational expenses

Question 17

Throughput

Answer 17

rate of money generation through sales. Habilidad como empresa integralmente para que todo lo que estas metiendo a tu sistema vaya saliendo (se venda) al mismo ritmo o más rápido del que lo metiste.

Question 18

Inventories

Answer 18

money that the system has invested in acquiring things that it the intends to sell.

Question 19

Operational expenses

Answer 19

money spent by the system to convert the inventory into throughput. (para que sea un gasto de operación tiene que ayudarte a llegar a tu meta)

Question 20

Que te dice la teoría de restricciones

Answer 20

DEBES DE BUSCAR AUMENTAR TU THROUGHPUT Y BAJAR EL INVENTARIO Y GASTOS DE OPERACIÓN.

Question 21

Qué hacer respecto a los eventos dependientes y fluctuaciones estadísticas

Answer 21

Debes conocer como funciona y tener:
§ un inventario de seguridad
§ Buffers
§ Bench

Question 22

Inventario de seguridad

Answer 22

(son principalmente para cubrirte de factores externos)-materia prima.

Question 23

Buffers

Answer 23

(internal capacity - RM) - amortiguador de producción, tener producto en proceso listo para arrancar la producción.

Question 24

Bench

Answer 24

(internal capacity - labor) - banca, trabajadores extra.

Question 25

Flow

Answer 25

the rate that items move through the “process”.

Question 26

Capacity constrained resource

Answer 26

Resource whose capacity is equal to or less than the demand placed on it.

Question 27

CCR

Answer 27

Capacity constrained resource

Question 28

Qué hacer con un cuello de botella

Answer 28

○ We must balance the flow of materials (not capacity) with market demand. Tu capacidad debe ser mayor a la demanda, aunque lo que metes o produces es lo de la demanda.
○ The level of use of a non-bottleneck is not determined by its own potential, but by another restriction in the system.
○ Avoid “outperform” operations (except in a bottleneck).

Question 29

Partes de un cuello de botella

Answer 29

Raw material
Process time
       WIK
       Effective time
                Activities that add value
Takt time
Finished product

Question 30

Continual Improvement Cycle

Answer 30

Identify Constraint
Explode Constraint
Subordinate everything to the constraint
Increase constraint capacity
Go back to first step

Question 31

Herbie

Answer 31

Marca el ritmo, tambor

Question 32

Paradigms

Answer 32

Everyone should work to the maximum all the time
Earning money is measured based on the net profit of a company
Large batch sizes are better
Everything is arranged with a well-balanced line
The work must always be done by the most efficient resource (oversizing the importance of the workforce)
Traditional performance indicators
Local performance vs. global performance.

Question 33

Recommendations

Answer 33

Use and utilization of a resource, are not the same.
One hour lost in the bottleneck, is one hour lost in the whole system
One hour saved in a bottleneck, it’s a hallucination
It is better to handle small batches
Avoid “outperform” operations (except in a bottleneck).
Throughput and inventory are determined by the bottleneck
The transfer lot probably should not be equal to the production lot
Priorities should be determined by considering only the restrictions of the system.
Statistical fluctuations are not compensated, they accumulate
Reduction of set-up times (SMED)