Webinar On "Cycle Time, Inventory, and The Theory of Constraints"

Event Details

Time: July 11, 2018 from 1pm to 2pm
Location: Online
Street: 9106 Seven Locks Road
City/Town: Bethesda
Website or Map: https://www.compliancetrainin…
Phone: 1-844-216-5230
Event Type: online, /, webinar
Organized By: Sam Miller
Latest Activity: Jun 27, 2018

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Event Description

Description :

Inventory is one of the Toyota Production System's Seven Wastes, and it is directly proportional to cycle time; the amount of time necessary for a customer order to go through a manufacturing (or service) process. The Theory of Constraints explains why most cycle time is waste in most processes. First, no process can operate more rapidly than its constraint or capacity-constraining resource (CCR). Second, favorable variation in processing times does not offset unfavorable variation because time lost at the constraint is lost forever. (This also explains traffic jams that appear out of nowhere during rush hour.) This webinar will explain the Theory of Constraints and also provide attendees with production control methods to reduce inventory and cycle time enormously.

Objective :

Attendees will learn Dr. Eliyahu Goldratt's Theory of Constraints, understand how variation in processing and material transfer times make it impossible to operate a balanced factory at full capacity. Attendees will also learn about the drum-buffer-rope (DBR) production control system that confines inventory to a buffer at or leading to the capacity-constraining resource to ensure that it never runs out of work, while eliminating inventory from the rest of the process.

Areas Covered in the Session :

The Theory of Constraints, and its relationship to project management
Variation in processing and material transfer times make it impossible to operate a balanced factory (one in which the workload is the same at each operation) at full capacity.

Henry Ford, however, claimed to have done exactly that—and his factories carried only minimal work in process on conveyors and work slides between operations. He succeeded by eliminating the variation in question.
Variation can be suppressed through standard work and the job breakdown sheet—concepts that are actually more than 200 years old.
Recognize, therefore, that pull production control is containment for problems caused by variation, rather than an actual corrective action for it.

About Speaker:

William A. Levinson, P.E., FASQ, CFPIM, is the owner of Levinson Productivity Systems PC. He holds professional certifications from the American Society for Quality, APICS, and Society of Manufacturing Engineers.