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In production and project management, a bottleneck is a process in a chain of processes, such that its limited capacity reduces the capacity of the whole chain. The result of having a bottleneck are stalls in production, supply overstock, pressure from customers, and low employee morale. [1] There are both short and long-term bottlenecks.
In streamline manufacturing, the bottleneck is the station of a production line where greatest limiting factor lies. It is generally the station with the greatest amount of work in process at the work station. Bottlenecks often results in slow production times, surplus of raw material and low employee morale.
The theory of constraints (TOC) is a management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it.
The Goal is a management-oriented novel by Eliyahu M. Goldratt, a business consultant known for his theory of constraints, and Jeff Cox, the author of several management-oriented novels. [1] The Goal was originally published in 1984 and has since been revised and republished. [ 2 ]
Eliyahu Moshe Goldratt (March 31, 1947 – June 11, 2011) was an Israeli business management guru. [1] [2] He was the originator of the Optimized Production Technique, the Theory of Constraints (TOC), the Thinking Processes, Drum-Buffer-Rope, Critical Chain Project Management (CCPM) and other TOC derived tools.
This is a list of topics related to the theory of constraints. B. Bottleneck (production) This is a resource that has enough capacity or more capacity when needed to ...
Little's law is widely used in manufacturing to predict lead time based on the production rate and the amount of work-in-process. [15] Software-performance testers have used Little's law to ensure that the observed performance results are not due to bottlenecks imposed by the testing apparatus. [16] [17]
The discussion focuses on the current methods of measuring success at a work center (cost and throughput) and shows how they are contradictory to the success of the production line as a whole. The book enumerates the five principle steps of the Theory of Constraints: Identify. Identify the bottleneck of the system. Exploit.