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Since the production line is directly linked to the output of the machines, it allows for the identifying of the main bottleneck in the manufacturing process. In changing each machines throughput, it will be possible to assess which machine affects the overall output the most, and hence determine the bottleneck in the chain of processes. [6]
Calculate the yield (number out of step/number into step) of each step. Multiply these together. For example: (# units leaving the process as good parts) / (# units put into the process) = FTY 100 units enter A and 90 leave as good parts. The FTY for process A is 90/100 = 0.9000; 90 units go into B and 80 leave as good parts.
Throughput is rate at which a product is moved through a production process and is consumed by the end-user, usually measured in the form of sales or use statistics. The goal of most organizations is to minimize the investment in inputs as well as operating expenses while increasing throughput of its production systems.
Throughput Accounting also pays particular attention to the concept of 'bottleneck' (referred to as constraint in the Theory of Constraints) in the manufacturing or servicing processes. Throughput Accounting uses three measures of income and expense: The chart illustrates a typical throughput structure of income (sales) and expenses (TVC and OE).
A process flow diagram (PFD) is a diagram commonly used in chemical and process engineering to indicate the general flow of plant processes and equipment. The PFD displays the relationship between major equipment of a plant facility and does not show minor details such as piping details and designations.
Rolled throughput yield (RTY) [1] in production economics is the probability that a process with more than one step will produce a defect free unit. It is the product of yields for each process step of the entire process. For any process, it is ideal for that process to produce its product without defects and without rework.
To create a SIPOC diagram, one must first map the overall process in a few steps. Then one must identify process outputs, who will receive them, and what the necessary inputs and suppliers are for each process. The final step is to share the diagram with the stakeholders to evaluate and verify the results. [5]
Classical manufacturing management approaches dictate that costs be lowered by breaking the process into steps, and ensuring that each of these steps minimizes cost and maximizes efficiency. This discrete approach has resulted in machines placed apart from each other to maximize the efficiency and throughput of each machine.