Theory of Constraints Flashcards

1
Q

Constraint

A

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

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2
Q

Tipos de constraint

A

internal o external

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3
Q

Internal constrainr

A

Process Restriction (Insufficient capacity)

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4
Q

External constraint

A
  • Material Restrictions (Lack of materials)

- Market restrictions (Insufficient demand)

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5
Q

Productivity

A

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.

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6
Q

Indicators

A

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

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7
Q

Tipos de parámetros

A

Tradicionales
Erroneos
By TOC

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8
Q

Parámetros tradicionales

A

Son buenos pero insuficientes

  • Net profit
  • ROI
  • Cash flow
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9
Q

Net profit

A

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

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10
Q

ROI

A

Return on investment

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

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11
Q

Cash flow

A

medida de los activos circulantes disponibles.

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12
Q

Wrong parameters

A

-Local optima
Workforce
Value added

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13
Q

Local optima

A

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

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14
Q

Workforce

A

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

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15
Q

Value added

A

focus on the product, not the whole process

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16
Q

Parameters by TOC

A

Throughput o facturación
Inventories
Operational expenses

17
Q

Throughput

A

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.

18
Q

Inventories

A

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

19
Q

Operational expenses

A

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)

20
Q

Que te dice la teoría de restricciones

A

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

21
Q

Qué hacer respecto a los eventos dependientes y fluctuaciones estadísticas

A

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

22
Q

Inventario de seguridad

A

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

23
Q

Buffers

A

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

24
Q

Bench

A

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

25
Q

Flow

A

the rate that items move through the “process”.

26
Q

Capacity constrained resource

A

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

27
Q

CCR

A

Capacity constrained resource

28
Q

Qué hacer con un cuello de botella

A

○ 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).

29
Q

Partes de un cuello de botella

A
Raw material
Process time
       WIK
       Effective time
                Activities that add value
Takt time
Finished product
30
Q

Continual Improvement Cycle

A
Identify Constraint
Explode Constraint
Subordinate everything to the constraint
Increase constraint capacity
Go back to first step
31
Q

Herbie

A

Marca el ritmo, tambor

32
Q

Paradigms

A

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.

33
Q

Recommendations

A

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)