Date: November 24-25/2022
Price and registration: https://goldratt.cz/vzdelavani/kurzy-a-seminare/a77.html
TOC production planning and control
How to plan and manage production correctly? For most manufacturing companies, this is still an open topic that occupies many people for most of the working day – various production and other operational meetings address essentially the same thing – the answer to the question “What should we do first?”. The experience of many people in manufacturing, except perhaps on the assembly lines of automotive plants and their small circle of “Tier 1” suppliers, is still the same – changing priorities daily, always missing something somewhere, adding machine breakdowns and poor quality materials or processes and technology. To untangle this, we need to answer the basic question: “What is the goal of production?”.
The objective of production must surely be in line with the objective of the company, which is to ‘make money’. How can production contribute to making money? Simply by meeting customer requirements on time and in the best possible manner without incurring any significant additional costs. In other words, production must be:
Reliable there is nothing worse for a company’s reputation and the future flow of orders from existing and new customers than promising a delivery date and then not delivering on it
Fast and therefore flexible. It is difficult to imagine that it would be possible to respond quickly to customer demands if the lead time is significantly longer than the customer’s tolerance time (= how long the customer can wait for their product)
Efficient rule of thumb says that all errors (even in production) end up in inventory (material, work in progress, mismatched production, semi-finished products, finished products). Remedy errors cost either additional costs (reworking the product, repeating operations, often related to the consumption of additional capacity – overtime, cooperation, additional shifts), or loss of throughput and capacity (repairing or reworking one product is always at the expense of another product)
Learn about the S-DBR method, an application of the Theory of Constraints to production control that eliminates or significantly reduces all of the above problems, and many more. Even very well-controlled automotive manufacturing environments can be further improved using the method. TOC and S-DBR are among the pillars of the LEAN* approach, alongside traditional TPS and the KANBAN method. Compared to traditional methods, S-DBR can be implemented much faster in a company and achieve better results in less time.
Date: November 24-25/2022
Price and registration: https://goldratt.cz/vzdelavani/kurzy-a-seminare/a77.html
DBR workshop
OPEN COURSE PROGRAMME
Day 1
Part One – The Problem
Why is production management complex?
Introduction to the manufacturing simulator
- Coffe break: 10.30 – 11.00
Part one – the problem
Production Simulation 1 – “A fairy tale world – no coincidences”
Production Simulation 2 – “The Efficiency Syndrome”
Part One – Problem
The enterprise as a chain – the world of cost and the world of flow
Production simulation 3 – “The impact of production batches”
Part One – Solution
Basic contradiction in the world of production
- Cofee break: 15.30 – 16.00
Part two – solutions
5 steps of the Theory of Constraints
The 5 Steps of TOC in Manufacturing – The DBR (Drum-Buffer-Rope) Method
Day 2
Part 2 – Solutions (continued)
Modelling different types of production – VAT analysis
Part 2 – Solutions (continued)
Simulation of production 4 – Type A enterprise with the help of DBR
- Coffe break: 10.30 – 11.00
Part Two – Solution (continued)
Buffer Management – a tool for operational management
Production Management
Part two – solutions (continued)
Simulating Production 5 – Type A Enterprise with DBR and VBM
Production simulation 6 – Type V enterprise with DBR and VBM
- Cofee break: 15.30 – 16.00
Production simulation 7 – T-type enterprise with DBR and VBM
Date: November 24-25/2022
Price and registration: https://goldratt.cz/vzdelavani/kurzy-a-seminare/a77.html
