The Case Study of Bottlenecks Identification for Practical Implementation to the Theory of Constraints

Urban, Wiesław; Rogowska, Patrycja

doi:10.2478/mape-2018-0051

Cited by 5 publications

(3 citation statements)

References 7 publications

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“…The average waiting time and capacity workload (utilization) are measured in detecting bottlenecks (Wang et al, 2005). Urban and Rogowska (2018) have introduced two types of bottlenecks that can occur in the production process. The first type goes over the utilization level of performance limits and slows down the flow of goods and materials, generating performance limits for the entire production system.…”

Section: Bottleneck Identification and Eliminationmentioning

confidence: 99%

Bottleneck Identification through Simulation Modelling: A Case of Solid Tire Manufacturing Sector

Edirisinghe,

Karunarathne

2023

Management Dynamics in the Knowledge Economy

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Businesses are constantly making productivity improvements to survive in the highly competitive marketplace. Bottlenecks have been identified as one of the main factors limiting the system performance of manufacturing firms. Thus, identifying bottlenecks in the production process is extremely important to increase productivity. Considering its importance, this case study was designed to identify causes for not meeting the tire target and determine the implications of bottlenecks in the tire manufacturing process. For this purpose, simulation analysis was carried out for the solid resilience tire-building process. Through the investigation, the cushion layer-building process was identified as the bottleneck. To validate the identified limitation, Line balancing and Pareto analysis were conducted. Analysis results confirmed the presence of a bottleneck in the cushion layer-building process. Further, to identify the root causes for not reaching the maximum tire target, Cause-and-Effect analysis and 5WHY analysis were adopted. The study revealed that inadequately maintained outdated machines and frequent power failures are the leading causes of not meeting the maximum production. By answering these issues, the target production can be increased, and the results showed the opportunity to increase the efficiency of the manufacturing process by more than 95%.

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Section: Bottleneck Identification and Eliminationmentioning

confidence: 99%

Bottleneck Identification through Simulation Modelling: A Case of Solid Tire Manufacturing Sector

Edirisinghe,

Karunarathne

2023

Management Dynamics in the Knowledge Economy

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“…This means that the work rate of this constraint is lower than the work rate of the other processes in production (Goldratt, Cox, 1992). Bottlenecks are the cause of reduced capacity and throughput of the production system, resulting in, among other things, downtime, built-up inventories, and, above all, reduced productivity of the system as a whole (Urban, Rogowska, 2018).…”

Section: Introductionmentioning

confidence: 99%

Untitled

2023

SPSUTOM

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The aim of the article is to identify the hierarchy of benefits perceived by final purchasers which offerors achieve by taking joint actions and to determine the importance of the offeror's country of origin as a variable differentiating purchasers' opinions. Design/methodology/approach: The results of the cognitive-critical analysis of the world's literature on the subject indicate that there is a cognitive gap and a research gap with regard to the benefits that offerors achieve through cooperation with final purchasers in the context of their preferences regarding the offeror's country of origin. Striving to fill the gaps identified, six research hypotheses were formulated, which were subjected to empirical versification. For this purpose, surveys were conducted among representatives of Polish adult final purchasers. The data was subjected to statistical analysis using, e.g. the method of exploratory factor analysis, the chi2 test and the Kruskal-Wallis test. Findings: Among other things, it was discovered that for the majority of respondents, the country of origin does not matter when it comes to their readiness to undertake joint actions. This variable turned out to differentiate the responses in the case of five out of thirteen benefits analysed. Homogenous groups of respondents showing similar preferences towards the offeror's country of origin and the willingness to cooperate were distinguished. Originality/value: The conclusions drawn on the basis of the research have significant cognitive and application value. They enrich the theory of marketing and purchaser behaviour, providing valuable tips for managers. The implementation of these recommendations may facilitate the development of long-term mutually beneficial relationships with final purchasers in a way that meets their expectations related to cooperation with domestic and foreign offerors.

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“…It has been seen that studies in the literature about the TOC are conceptual, the application of TOC principles to different theoretical problems, the comparison of TOC philosophy with different systems and TOC applications (Rahman, 1998). The TOC has been applied to many fields; the manufacturing sector (Ünal, Tanış & Küçüksavaş, 2005;Demircioğlu & Akkaya, 2016;Wolniak, Skotnicka-Zasadzien, & Zasadzien, 2018;Urban & Rogowska, 2018;Rojas, Jurado, & Londono, 2018;Sorkun, 2018;Urban, 2019;Garza, et al, 2019;Akçimen & Antmen, 2019;Aiastui, Perez de Eulate, & Guisasola, 2020;Al-Fasfus, Hamza, & Elkotayni, 2020;Karakoç & Şık, 2021;Mahdi, Abboud & Hussain, 2021), the service sector (Taştan & Demircioğlu, 2015;Akbulut & Ertan, 2015;Ayanoğlu & Şakar, 2015;Yükçü & Yüksel, 2015;Escobar, Vega, & Zamora, 2016;Grida & Zeid, 2019), supply chains (Harish, 2019;Kelly & Germain, 2020;Huang, Lu & Dang, 2021), project management (Mishra, 2020;Sarkar, Jha & Patel, 2021), product mix decisions (Ünal et al, 2005;Kaygusuz, 2005;Mehdizadeh & Jalili, 2018) and human resources management (Tekin & Şahin, 2014;Alghaithi & Sartawi, 2020). 6σ is a systematic approach that aims to increase business profitability, performance, production and customer satisfaction, as well as to reduce the operational costs of the business.…”

Section: Introductionmentioning

confidence: 99%

Integrating the Theory of Constraints and Six Sigma: Process Improvement Implementation

Ekleş¹,

Türkmen²

2022

ibr

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Businesses apply many management philosophies aiming to manage processes effectively, eliminate bottlenecks and improve their process performance. The most important of these philosophies are the Theory of Constraints and the Six Sigma. These are used separately in process improvement and performance enhancement in many businesses. Recently, an integration model approach of two philosophies has been examined in the literature in an effort to reduce their weaknesses and increase their strong effects. In the literature, three different approaches are identified for the integration model of Theory of Constraints and Six Sigma. In this study, the integration model of Jin, Abdul-Razzak, Elkassabgi, Zhou, & Herrera, ( 2009) was applied in an industrial enterprise in order to identify and eliminate the root causes of the decline in sales figures. It has been revealed that the integration model can help to identify and eliminate these root causes and how it benefits the business. As a result of the application, an improvement in production cost by 1.56% and 3.55% and an increase in σ value from 1.4 to 2.3 were determined. With this model, constraints in the production process were determined, managed and eliminated.

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The Case Study of Bottlenecks Identification for Practical Implementation to the Theory of Constraints

Cited by 5 publications

References 7 publications

Bottleneck Identification through Simulation Modelling: A Case of Solid Tire Manufacturing Sector

Bottleneck Identification through Simulation Modelling: A Case of Solid Tire Manufacturing Sector

Untitled

Integrating the Theory of Constraints and Six Sigma: Process Improvement Implementation

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