Goal Report Essay example

Elevate the constraint by investing in additional resources which would be necessary if this step involves a true “bottleneck.”

The objective of strategic capacity planning is to provide an approach for determining the overall capacity level of labor-intensive resources.

Some people say that with dedication, persistence, and time people can accomplish any goal. Others say that people are limited in what they can accomplish and need to be realistic when setting goals.

Each of the readings listed below has been added to the related Management chapters within

3. Evaluate Gordon Biersch's efforts to raise outside capital. What would you have done differently?

1. Do you feel that the Bearington plant has the right equipment and technology to do the job? Why?

Throughout the entirety of the book, The Goal: A Process of Ongoing Improvement, author Eliyahu M. Goldratt focuses on demonstrating the importance of the Theory of Constraints and what corporations should do in order to increase profits. A major term used throughout the novel is “throughput,” which according to the text, is “the rate at which the system generates money through sales” (Goldratt 60). Once a bottleneck machine in a production process is identified, there are multiple ways to increase throughput without expanding the physical capacity of the machine.

Say we have identified the bottleneck machine of a production process. List at least four things suggested in the book that will result in a greater throughput without actually expanding the physical capacity of the machine.

Out of the three goals, (Personal, educational, and professional) I chose two of the goals that I am focusing on and that is my personal and educational goals. For my personal goals, I want to create a big picture of what I plan to do in life. Then I want to break them down in order to reach my goals, then once I have them together, then I would start working on them to achieve them. For example(Specific and Measurable goals), I plan on finding a job that has great benefits and the best rate of pay, and one that does not require working on weekends(Monday-Friday only), and not working overtime.

Hence, the bottleneck is due to high variability in order arrival rate and order processing time. Hence, we need to analyse the quarterly utilization level.

There are constraints on capacity management and these are normally Time and Capacity. Time may be a constraint where a customer has a particular required delivery date. In this situation, capacity managers often "plan backwards". In other words, they allocate the final stage (operation) of the production tasks to the period where delivery is required; the penultimate task one period earlier and so on. This process helps identify whether there is sufficient time to meet the production demands and whether capacity needs to be increased, albeit temporarily.

It takes a day out with the Boy Scots for Alex to discover one of his biggest problems at the plant – bottlenecks. A bottleneck is any resource whose capacity is less than the demand placed upon it and thus limiting the throughput. A nonbottleneck is a resource whose capacity is greater than the demand paced upon it and thus will contain idle time. A capacity constrained resource (CCR) is one whose utilization is close to capacity and could be a bottleneck if not scheduled carefully.

Alex Rogo is manager for one of UniCo's production plants. Recently Alex's plant, as well as the others in his division, have been having major problems shipping orders on time. The company has considered closing the plant and has given Alex only three months to make a significant improvement or the plant will be closed and he as well as all of his employees will be without a job. At this point everything seems to be crashing down around him while at a meeting, discussing the future of the division, he recalls a chance encounter with an old acquaintance, a physicist named Jonah. During their discussion Alex discovers that Jonah is currently involved in the science of manufacturing organizations. Intrigued Alex

These two bottlenecks constrained the whole process. Alex and his colleagues were happy to identify two "Hebie"s, NCX-10 and Heat Treatment Department, which bottlenecked a flow sufficient to meet demand and make money. So the only thing to do was to find more capacity. To increase the capacity of the plant was to increase the capacity of only the bottlenecks. To increase the capacity of bottlenecks did not mean to install new machine, but to find the hidden capacity. With the help of Jonah, Alex found the NCX-10 had 1-hour idle time, as the union contract stipulated that there must be a half-hour break after every four hours work. The hours lost in the breaks of NCX-10 were enormously expensive because the throughput for the entire plant had been lowered by the bottleneck. The problem of the second "Hebie", heat treat, was that they didn 't make the bottleneck work on the parts contributed to throughput and many products were unable to be shipped without the parts in pile for treatment. What was more, they only did most inspections prior to final assembly but never inspected the parts before bottleneck. It easily let defects go through bottleneck and lost time in the bottleneck could not be recovered. The cost of one hour lost in these two bottlenecks is the cost of an hour lost in the system, which is computed as the total expense of the system divided by

* Management needs to be transparent and make sure to communicate with employees, especially when the organizations is making