Theory Of Constraint Technique Is The Elimination Of Idle Time

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Another Theory of Constraint technique is the elimination of idle time. For whatever reason, idle time is also present in bottleneck resources. For instance, all employees may have a break at the same time leading to no performance during the bottleneck process. Short breaks may have a high opportunity costs since the bottleneck have a constraint effect on the entire plant output. Thus, elimination of such idle time may improve a factory 's output. As a TOC technique, scheduling and sequencing involve the sequences can improve factory 's output (Khan, n.d.). Quality inspection at this point is vital after the products have processed from a bottleneck resource, but stopping the production of a product due to poor quality implies the time…show more content…
Goldratt indicated that there is always a constraint and that the fourth step is the centre for continuous improvement. Goldratt, indicated that an allusion of no constraints would be an indication of infinite performance which is not possible in real life. Under normal circumstance project managers get more resources after realising that there is a resource constraint in the system (Srinivasan, 2012). But the TOC indicates that a project manager should strive to achieve the highest performance from the available resources before getting additional constraint resources. It is evident that the moment that a constraint is elevated adequately, it stops to be a constraint and the bottleneck changes within the system (Lau & Kong, n.d.). TOC also uses a thinking process, this is an administration tool used for understanding where the organisation is positioned, what is seeks to be and how it plans to get there. TP is the tool within the TOC framework that elevates it from a production principle into a management technique (Nieminen, 2014). The thinking process has three main steps that are designed to help an organisation achieve their goal, the first step is meant
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