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Found 3 results

  1. Q 270. Distinguish Critical Path Method from Critical Chain Method. How does Critical Chain method relate with Theory of Constraints or with Lean Management practices? Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening 5 PM as per Indian Standard Time. Questions launched on Tuesdays are open till Friday and questions launched on Friday are open till Tuesday. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term
  2. Q. 104 A common technique used to streamline a process is the removal of bottlenecks or constraints. Though "bottleneck" and "constraint" may seem similar, they are actually different. Explain the difference between Bottleneck and Constraint with examples. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  3. It is observed that, process of making goods receipt note takes approx. 10 minutes on an average which is classified as active constraint. Step 2: Exploit the system constraint Exploiting is all about “making the most out of what you have”, so BB has try to exploit the constraint using followings; Ø Created enough inventory immediately in front of constraint to reduce idle time at constraint (keep him feeding) Ø Reduced errors in process before constraint as all rework will go through constrain again and affect the average cycle time Ø Ensured that the constraint is continuously scheduled for operation so productivity can enhanced Step 3: Subordinate all else to the above decision Primary objective is to focus on supporting the requirements of the constraint, in order to so BB had started Utilizing bandwidth available at non-constraint steps to support active constraint. Step 4: Elevate the system constraint The GRN creation process now supported by two agents instead one so that volume can be routed to two processors and improve productivity. Step 5: Do not let inertia become the new constraint The Five Focusing Steps are a continuous improvement cycle. Therefore, once a constraint is resolved the next constraint should immediately be addressed. This step is a reminder to never become complacent – aggressively improve the current constraint…and then immediately move on to the next constraint. We have simplified the overall concept using only relevant components, however, TOC also covers TOC thinking elements such as throughput accounting. But may for beginners this could be appropriate examples to understand the concept.
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