Computerized shop floor scheduling

Goldratt, Eliyahu M.

doi:10.1080/00207548808947875

Cited by 222 publications

(112 citation statements)

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“…The importance of improving bottlenecks has been recognized and described by several authors [1][2][3][4]. However, the prerequisite for improving the bottleneck is to find the bottleneck in the first place (bottleneck detection).…”

Section: Bottleneck Fundamentals 21 Bottleneck Definitionsmentioning

confidence: 99%

Reliable shop floor bottleneck detection for flow lines through process and inventory observations: the bottleneck walk

2015

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Bottleneck detection in manufacturing is the key to improving production efficiency and stability in order to improve capacity. Yet, common bottleneck detection methods in industry and academia lack either accuracy or practicability, or both, for dynamic systems. The new methodology is conducted by the observation of processes and inventories. Blocked processes and full inventories indicate a downstream bottleneck. Starved processes and empty inventories indicate an upstream bottleneck. Through subsequent observations of multiple process states and inventory levels within a system, it is possible to determine the direction of the bottleneck at the given time and hence to find the momentary bottleneck in the system. The shifting of bottlenecks can be observed directly. Work sampling techniques can be used to obtain a long-term picture of the dynamically shifting bottleneck. The new methodology does not require any calculations, statistics, or time measurements. Hence, the method is suited for practical use by shop floor supervisors and clerks. The direct observation of the bottleneck also gives additional information about the underlying causes of the bottlenecks, simplifying the improvement of the system capacity. Extensive field testing of the method received positive feedback not only from management but also from shop floor operators. The method is already in use at the Robert Bosch GmbH, where it is known as the bottleneck walk.

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Section: Bottleneck Fundamentals 21 Bottleneck Definitionsmentioning

confidence: 99%

Reliable shop floor bottleneck detection for flow lines through process and inventory observations: the bottleneck walk

2015

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“…O TPC se desenvolveu pelas experiências de Goldratt com seu software OPT, ao identificar que nem todos os equipamentos necessitavam ser utilizados 100% do tempo (GOLDRATT, 1988). É considerado um princípio elementar da TOC, em que busca otimizar o sistema de produção conforme a capacidade de cada recurso (SOUZA, 2005).…”

Section: Tambor-pulmão-corda (Tpc)unclassified

Metodologia ativa de ensino-aprendizagem em operações de manufatura: abordagens da teoria das restrições por meio do uso do opt game

Vargas

Mauer

Souza

et al. 2018

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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Resumo: É importante a adoção de meios que facilitem aos alunos construírem seu conhecimento teórico e prático em assuntos relacionados a operações de manufatura. Nesse sentido, o objetivo deste artigo é apresentar o uso da metodologia ativa de ensino-aprendizagem na compreensão das abordagens da Teoria das Restrições (TOC) em operações de manufatura. Por meio de simulação com o uso do OPT Game, são apresentadas conexões entre o processo da TOC com os indicadores globais e operacionais, as regras do OPT, a sincronização da produção e o tambor-pulmão-corda. Caracteriza-se uma pesquisa aplicada, exploratória, descritiva e explicativa, por meio da técnica de simulação. O OPT Game foi aplicado em uma turma de mestrandos. Os resultados demonstraram que os alunos se sentiram motivados com a atividade, auxiliando-os na compreensão entre teoria e prática das abordagens da TOC; do qual foi considerado importante recurso facilitador à aprendizagem.Palavras-chave: Metodologia Ativa de Ensino-Aprendizagem. Operações de Manufatura. Teoria das Restrições. OPT Game. Abstract:It is important adoption means that facilitate the students to build their theoretical and practical knowledge in matters related to manufacturing operations. In this sense, the objective of this article is to present the use of the active methodology of teaching-learning in the understanding of the Theories of Constraints (TOC) approaches in manufacturing operations. Through simulation with the use of OPT Game, connections between the TOC process with the global and operational indicators, the OPT rules, the production synchronization and the drum-buffer-rope are presented. It is characterized an applied, exploratory, descriptive and explanatory research, through the simulation technique. The OPT Game was applied to a group of masters degree students. The results showed that the students felt motivated with the activity, helping them to understand the theory and practice of TOC approaches; whose was considered an important resource to facilitate learning.

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“…Almost simultaneously, Goldratt introduced Optimised Production Technology (OPT), a scheduling software system accompanied by principles on how to manage bottlenecks; see e.g. Goldratt (1981Goldratt ( , 1988; Goldratt and Cox (1984); Goldratt and Fox (1986);and Spencer and Cox (1995). The book The Goal became famous and helped many firms to focus their bottlenecks, i.e.…”

Section: Mrp-based Systemsmentioning

confidence: 99%

Evolution of operations planning and control: from production to supply chains

Olhager

2013

International Journal of Production Research

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The focus of operations planning and control for manufacturing firms has expanded successively over the last 50 years. New principles, techniques, and systems have emerged that have allowed for new approaches. The perspective for planning and control has expanded from internal production operations to supply chain operations linking suppliers, manufacturers, and customers. In this paper, we take a historical perspective identifying the key trends and focus shifts in the evolution of planning and control, from shop floor control through material requirements planning (MRP), master production scheduling (MPS), and sales and operations planning (S&OP) to supply chain planning (SCP).Keywords: manufacturing; master production scheduling; material requirements planning; operations management; production activity control; sales and operations planning; shop floor control; supply chain planning IntroductionManufacturing firms have always sought ways to improve their competitiveness. During the first half of the twentieth century, internal manufacturing efficiency on the shop floor was largely sufficient for successful operations. However with increasing competition, companies have been forced to find new ways to improve their operations and to look beyond the walls of the factory. Today, firms need to be competitive in many areas, such as quality, delivery, cost efficiency, and flexibility, and must therefore plan and control their operations accordingly. The planning and control task has become more complex -lead times are shorter, product life cycles are shorter, bottlenecks must be utilised more efficiently, etc.There are many contributing factors to the evolution of operations planning and control. Over the last 50 years we have witnessed how new concepts and approaches have emerged and been implemented in manufacturing firms, some more successfully than others. The developments in information and communication technologies (ICT) have facilitated the gradual improvement of computer-based systems for operations planning and control. Rondeau and Litteral (2001) and Jacobs and Weston (2007) provide historical perspectives focusing on the software systems for manufacturing planning and control, discussing reorder point (ROP) systems, material requirements planning (MRP) systems, manufacturing resource planning (MRP II) systems, and enterprise resource planning (ERP) systems. However, neither sales and operations planning (S&OP) nor supply chains are discussed in these two reviews. Here, we provide an updated and broader perspective on the evolution of operations planning and control.In this paper, we take a historical perspective and review the evolution of operations planning control over the last 50 years. This time period can be, in principle, divided into five decades with different characteristics. We first review each decade and then discuss the evolutionary pattern over the last 50 years with respect to planning and control focus, planning concepts, systems design, and improvement focus. In particular, we highlig...

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Computerized shop floor scheduling

Cited by 222 publications

References 0 publications

Reliable shop floor bottleneck detection for flow lines through process and inventory observations: the bottleneck walk

Reliable shop floor bottleneck detection for flow lines through process and inventory observations: the bottleneck walk

Metodologia ativa de ensino-aprendizagem em operações de manufatura: abordagens da teoria das restrições por meio do uso do opt game

Evolution of operations planning and control: from production to supply chains

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