Comments on: Theory of Constraints (TOC) For Process Improvement http://www.bizmanualz.com/information/2005/07/22/theory-of-constraints-toc-for-process-improvement.html Articles, tips and helpful information on Policies, Procedures and Processes Mon, 06 Feb 2012 17:47:01 +0000 hourly 1 http://wordpress.org/?v=3.1.1 By: Chris Anderson http://www.bizmanualz.com/information/2005/07/22/theory-of-constraints-toc-for-process-improvement.html/comment-page-1#comment-68519 Chris Anderson Fri, 30 Sep 2011 16:11:05 +0000 http://www.bizmanualz.com/blog/?p=34#comment-68519 Efficiency is about wasted output or potential. Don't waste the constraint is what is being said here. The constraint should not sit idle, it should be run at its optimal speed. If the conveyor can go faster than great, speed it up. But if it is already going as fast as possible than don't waste the constraint's time by inspecting those tins of beans after the constraint, or letting the constraint go down, stop or slow down. This would only lower the overall efficiency (based on max good output) of the constraint. Efficiency is about wasted output or potential. Don’t waste the constraint is what is being said here. The constraint should not sit idle, it should be run at its optimal speed. If the conveyor can go faster than great, speed it up. But if it is already going as fast as possible than don’t waste the constraint’s time by inspecting those tins of beans after the constraint, or letting the constraint go down, stop or slow down. This would only lower the overall efficiency (based on max good output) of the constraint.

]]> By: John Davies http://www.bizmanualz.com/information/2005/07/22/theory-of-constraints-toc-for-process-improvement.html/comment-page-1#comment-68518 John Davies Tue, 27 Sep 2011 10:34:46 +0000 http://www.bizmanualz.com/blog/?p=34#comment-68518 John MUKU says simple and plain language - I cannot agree. "Maximise the efficiency of the constraint" what on earth does this mean? A simple example - tins of beans are flowing down a convevor belt and the belt at some point is not moving quickly enough. The tins back up causing a bottle neck which eventually stops the filler (say). This is presumably a classic "constraint"? The answer is to speed the conveyor belt up, thus eliminating the constraint. I can only assume that maximising the efficienvy of a constraint means minimising it's effect as a constraint, which seems to me a strange way of putting it. I am not being obtuse here, I reread the passage several times wondering what it meant. I am not an engineer, and speak English English, but to say this is plain and simple language does not register with me. John MUKU says simple and plain language – I cannot agree. “Maximise the efficiency of the constraint” what on earth does this mean? A simple example – tins of beans are flowing down a convevor belt and the belt at some point is not moving quickly enough. The tins back up causing a bottle neck which eventually stops the filler (say).
This is presumably a classic “constraint”? The answer is to speed the conveyor belt up, thus eliminating the constraint.
I can only assume that maximising the efficienvy of a constraint means minimising it’s effect as a constraint, which seems to me a strange way of putting it. I am not being obtuse here, I reread the passage several times wondering what it meant. I am not an engineer, and speak English English, but to say this is plain and simple language does not register with me.

]]> By: Theory of Constraints (TOC) For Process Improvement | Working Papers http://www.bizmanualz.com/information/2005/07/22/theory-of-constraints-toc-for-process-improvement.html/comment-page-1#comment-68347 Theory of Constraints (TOC) For Process Improvement | Working Papers Wed, 23 Feb 2011 09:41:22 +0000 http://www.bizmanualz.com/blog/?p=34#comment-68347 [...] barriers (constraints) to our performance, the closer we can come to realizing our full potential. Read more… This entry was posted in Business Process Reengineering. Bookmark the permalink. ← Lean [...] [...] barriers (constraints) to our performance, the closer we can come to realizing our full potential. Read more… This entry was posted in Business Process Reengineering. Bookmark the permalink. ← Lean [...]

]]> By: John MUKA http://www.bizmanualz.com/information/2005/07/22/theory-of-constraints-toc-for-process-improvement.html/comment-page-1#comment-68193 John MUKA Wed, 27 Oct 2010 23:30:42 +0000 http://www.bizmanualz.com/blog/?p=34#comment-68193 Very interesting site...! I'm intirgued by the simple and plain language used in explaining TOC, Lean, Six Sigma and their relationship to systems and process improvements. I'm certainly getting a better understanding around TOC. Personally, I think TOC is more technical and one would still need the Six Sigma "Acceptance Strategy" to drive TOC and Lean improvements. Very interesting site…! I’m intirgued by the simple and plain language used in explaining TOC, Lean, Six Sigma and their relationship to systems and process improvements. I’m certainly getting a better understanding around TOC.

Personally, I think TOC is more technical and one would still need the Six Sigma “Acceptance Strategy” to drive TOC and Lean improvements.

]]> By: Amir Osman http://www.bizmanualz.com/information/2005/07/22/theory-of-constraints-toc-for-process-improvement.html/comment-page-1#comment-67866 Amir Osman Sun, 15 Nov 2009 16:08:37 +0000 http://www.bizmanualz.com/blog/?p=34#comment-67866 I like the insight. Modeling objective and constraints I find it useful in applying it in risk assessment; thresholds and residual risk identification. I like the insight. Modeling objective and constraints I find it useful in applying it in risk assessment; thresholds and residual risk identification.

]]> By: Gerald http://www.bizmanualz.com/information/2005/07/22/theory-of-constraints-toc-for-process-improvement.html/comment-page-1#comment-26394 Gerald Sat, 18 Aug 2007 02:38:02 +0000 http://www.bizmanualz.com/blog/?p=34#comment-26394 Great site, very useful snapshots of the different disciplines Great site, very useful snapshots of the different disciplines

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