Lean Business Solutions PLT (LLP0003236-LGN)

THEORY OF CONSTRAINTS (TOC)

“Strengthening Your "Weakest Link”

 

INTRODUCTION

The Theory of Constraints (TOC) was first developed by physicist Dr. Eliyahu Goldratt - author of numerous businesses books including the bestseller The Goal. Every organization has a constraint to better performance. Do you know yours? Do you have the right tools to eliminate weak links in processes and to actively manage a constraint? Based on the fact that all businesses or processes operate with weaknesses or "constraints" which hinder the progress or success of the operation, if we learn to identify and strengthen the constraint, we strengthen the entire operation. This program will give you an in-depth understanding of how to apply the Drum-Buffer-Rope method to manage your production operations, identify and eliminate "bottlenecks” and increasing throughput while dramatically reducing flow times. At Mega Yield Management Consultancy, we’ve taken the jargon and mystery that TOC, like other improvement methodologies seem to accumulate and replaced them with clarity and simplicity. We firmly believe that TOC should begin immediately and that your own people can make it happen. It’s our goal and purpose to provide the needed training.

KEY BENEFITS

  1. Understand the origin and development of TOC.
  2. Highlight the Purpose and Benefits of a TOC program.
  3. Grasp the performance measures from a TOC perspective.
  4. Grasp in details Synchronous Manufacturing - Drum Buffer Rope (DBR) Methodology.
  5. Learn how to manage bottleneck processes via the 5 Focusing Steps.
  6. Understand the Performance metrics in TOC.
  7. Demonstration of bottleneck process effect on business results.
  8. Understand the tools applied to improve the bottleneck processes.
  9. Understand the Thinking Process to manage change and initiate projects.
  10. Understand the synergy between Lean Manufacturing and the Theory Of Constraints, which enhances your organization’s quest for operational excellence.

TARGET AUDIENCE

  • Managers, engineers, executives, production and service professionals and personnel who are responsible for the development and implementation of the operational management system and enhancing operation capacities in the company.
  • All personnel who want to understand how to build a sustainable competitive edge for their organizations.

METHODOLOGY

  • Lectures
  • Case studies
  • Videos

DURATION, FEES & VENUE

  • Fees inclusive of training fees, participant’s handouts / course materials, venue, refreshments and Certificate of Attendance).

  

DURATION

VENUE

2 Days - 9am to 5pm

 

In House

  

 

 

WORKSHOP OUTLINE

DAY 1

1.      Background & History

2.      5-Step Process Of On-Going-Improvement.

         i. IDENTIFY THE SYSTEM CONSTRAINT (find problem) - Since we know our "weak links" exist, we must actively seek and destroy these problems by using scoreboards, financial data and teamwork.

         ii. EXPLOIT THE CONSTRAINT (define cause(s) and cure(s)) - Put all effort toward maximizing the area that is causing the problem. By improving the "weak link," the chain also improves.

         iii. SUBORDINATE TO THE CONSTRAINT (involve\train others) - Plant-wide activity is targeted at the improvement of the constraint area.

         iv. ELEVATE THE SYSTEM'S CONSTRAINT (document improvement) - Improve the constraint capacity to a higher performance level.

         v. CREATE INERTIA FOR CHANGE (celebrate success) - Once a constraint has been improved, go and identify your new challenge for continuous improvement. 

3.      Analyzing the As-Is state and answer the first question - "What to Change?"

  • Identifying the Undesirable Effects (i.e., the inherent problems)
  • Using cause and effect logic to understand the interdependencies between the Undesirable Effects
  • Understanding the conflicts underlying the Undesirable Effects
  • Identifying the Core Conflict that keeps the Undesirable Effects in place
  • Understanding the techniques used to scrutinize cause and effect logic and ensure that the connections are clear and solid
  • Finalizing the Current Reality and to clearly answer the question of "What to Change?"

DAY 2

4.      Defining the To-Be state and answer the second questions - "What to Change To?"

  • Revisiting the Core Conflict and determining ways to break out of the Core Conflict once and for all
  • Determining the Desired Effects - the desirable targets for the future state
  • Using cause and effect logic to build the Future Reality to ensure that the Desired Effects can be achieved, thus defining the new Operating Conditions that must be put into place (i.e., the injections)
  • Scrutinizing the Future Reality
  • Ensuring that the Future State is robust - that there are no significant negative side effects in the future state
  • Ensuring that all of the future state injections are implementable

5.      Determining how to implement the To-Be state and answer the third question - "How to Cause the Change?"

  • Creating an implementation roadmap to ensure that all of the future state injections (Operating Conditions) can be achieved
  • Using the major obstacles blocking the implementation of each Operating Condition to determine the Operational Requirements - the means to bring the Operating Conditions into existence
  • Using necessity (must have) based logic to map out the connections between the Operating Conditions and the Operational Requirements

6.      Review the overall process for applying the TOC Thinking Processes to a given subject.

7.      Review the steps of Buy-In as an overall framework for communication.

 

FACILITATOR'S PROFILE

Dr Andrew Jebamani - B.Sc. (Industrial Engineering), MBA, MCIM (UK), PhD, LBC - Sensei

Dr Andrew has an impressive record in the field of Lean Management for over 28 years. He is a senior member of the Society of Manufacturing Engineering, USA and has served the Multinational Companies in the capacity of Industrial Engineering Manager and Manufacturing Manager.   He was also instrumental in the implementation of many Get-Well programs.

Dr Andrew is a trainer and consultant since 1995 and was awarded the Shingo Prize Examiner for Operational Excellence, USA (2007) and Lean Bronze Certification, USA (2008).  In 2011, Dr Andrew was awarded the Lean Manufacturing certification from the University of Michigan, USA. He brings with him a multi-disciplinary approach to the subject of Lean Manufacturing.  Starting from his "hands-on" production experience, he expertly weaves in the new knowledge-driven economy production paradigms to enable participants to appreciate why these techniques are so important in helping companies to compete in the global economy.       

 Dr Andrew in his own capacity, delivers approximately 20 million ringgits annually to his customers through various projects’ gains.

He is a much sought after speaker and have presented several public and in-house training programs both locally and internationally.  Notable he has spoken to many companies in India covering major industrial areas. He was also invited to present similar seminars in China, Thailand, and Vietnam.  In November 2003, he was selected by the magazine "The Machinist" as the personality-of-the-month for Lean Manufacturing.

Dr Andrew is a highly capable trainer with a passion to assist companies acquire new management and production techniques to compete globally.  He is a leading consultant to the industry specializing in improving productivity with the holistic application of Lean, TQM, Management and Industrial Engineering Techniques.

Lean Business Solutions PLT is certified with Pembangunan Sumber Manusia Berhad (PSMB) / Human Resource Development Council (HRDC).  Our trainer, Dr Andrew Jebamani is also certified under the Train-The-Trainer program - certificate # TTT/0364.

 

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