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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.
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. TOC adopts ...
Theory of constraints (TOC) is an engineering management technique used to evaluate a manageable procedure, identifying the largest constraint (bottleneck) and strategizing to reduce task time and maximise profit. It assists in determining what to change, when to change it, and how to cause the change.
The book goes on to point out the role of bottlenecks (constraints) in a manufacturing process, and how identifying them not only makes it possible to reduce their impact, but also yields a useful tool for measuring and controlling the flow of materials. Alex and his team identify the bottlenecks in their process and immediately begin to ...
Process optimization is the discipline of adjusting a process so as to make the best or most effective use of some specified set of parameters without violating some constraint. Common goals are minimizing cost and maximizing throughput and/or efficiency. Process optimization is one of the major quantitative tools in industrial decision making.
Some project managers feel that the earned value management technique is misleading, because it does not distinguish progress on the project constraint (i.e., on the critical chain) from progress on non-constraints (i.e., on other paths). Event chain methodology can determine the size of the project, feeding, and resource buffers.
Constraints accounting, which is a development in the Throughput Accounting field, emphasizes the role of the constraint, (referred to as the Archemedian constraint) in decision making. [8] Goldratt's alternative begins with the idea that each organization has a goal and that better decisions increase its value.
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.