Centrally controlled supply of construction sites. It is a well-known phenomenon that construction sites with more complex installations and supplies are often delayed due to the lack of one or other albeit small part. An average shipyard has no or very limited administrative support and the yard manager usually has something else to do than…
TOC For Asset Management the 5 focussing steps As TOC experts we have spent the last 30 years in various environments, Production Supply chain , Project and Multi project organizations. TOC claims that a system is only as strong as its weakest link ; therefore one of the guiding principals we use in TOC are…
The TOC Evolution of the last 35 years. Those who learned TOC from the lessons about logistics and production, will probably remember it by the buss word: bottlenecks. The ones who have read the book ‘THE GOAL’, written by Gr Eli Goldratt, will most probably know Herby. This was 1984! During the implementation…
TOC – Short. The Theory Of Constraints has been developed by Dr Eli GOLDRATT. It contains concepts techniques and tools to identify the real constraint that prevents you to reach your goal. On-going diagnosis can be imbedded into the organisation by appropriate tools. Identification is not sufficient to solve the problem. Very often the core-constraint…
The past Since the first applications of the DBR – technique in the 80’s some important additional TOC-related techniques and tools have been developed to support the 5 steps-process that are the result of a regular TOC-implementation. Before that stage, TOC could be perceived as another optimization algorithm like linear programming etc… The present and…
The necessary conditions for APS Conclusion Looking at the finite capacity-planning picture one could have the feeling that trying to improve the throughput while having fewer inventories and less operating expenses is a mission impossible. If we try to apply the regular (finite-capacity) solutions the answer is: YES! For getting a realistic solution to this…
In discussing the costs incident to various types of operations, the analogy was drawn of the restaurant, which adds a rack of peanuts to the counter, intending to pick up a little additional profit in the usual course of business. However, the accuracy of the analogy is evident when one considers the actual problem faced…
