modeling a s-dbr implementation with a new production … · 2015. 2. 25. · fourth international...

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Theory Of Constraints Practitioners Alliance ● TOCPACopyright © 2013 by Emanuele Strada

Fourth International TOCPA Conference

9-10 February, 2013, Tallinn, Estonia

Modeling a S-DBR implementation witha new production simulator

February 10th, 2013

Tallinn

Emanuele Strada

[email protected]

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Emanuele Strada

Emanuele is an expert in process modeling

with a longstanding experience as an engineer

and IT specialist. He has been working at a

worldwide leader manufacturing company

since more than 20 years, involved in different

areas and responsibilities, with strong focus on

process re-engineering and problem solving.

With proven experience in managing complex

turn-around project at international level he

has got Global Company award for different

projects.

[email protected]

Emanuele developed a special simulator to demonstrate the power of the solution in

the reality of these plants that was used in order to communicate the solution and

persuade the management to adopt the solutions.

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► Process Model

► Process Model (a quick overview)

► The plant 10 ...where Easy and Simple are NOT synonymous

► Overview, Assumptions and Target

► The common approach

► When a “paradise plant” could become “a nightmare”

► How the injections 2 & 3 are working in the S-DBR implementation

► The process model outcome

► Key Learning

Contents

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WIP

PLT

Let’s have a look how Process Model looks likeSame resource for more operations…

OUPUTINPUT

PLT = ? [hours]

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The Plant 10...

How does the system look like

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How does the system look

► Traditional cost accounting is resource centric in nature

► Keeping resources busy and considering build-up of material unavoidable, it is the mindset

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RM is the raw-material needed in order to produce finished goods

In a hospital we don't call it RM but patients

In a bank it's paperwork

In an insurance agency we call it a prospect

different vocabularies �� same concept

Different organizations have different vocabularies but the concept is the same; we have

to manage resources performing tasks.

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In order to achieve our goal, we know that the FLOW is one of the key factor to consider, but...

Is it enough ?

What do you think about... Quantity & Time

...or better

the Right Quantity @ the Right TIME

A key factor…

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When walking through the factory you are bound to see

IDLE Resource and IDLE Batches of material.

What bother you more in the pit of your stomach ?

The Resource standing IDLE

You are exhibiting a

Resource centric view

The Batch of material sitting IDLE

You are exhibiting a

Flow centric view

An easy question:

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Is it correct ?

From Real world to Simulation world

► To manage the production is not easy because...

► the customers sometimes are changing their mind

► the vendors rarely supply whatever we ask for and on time

► there are absenteeism problems with the work-force

► people are not excellently trained and disciplined

► not all processes are reliable

► machines sometimes break down

► there are quality issues

► data are not always promptly available and accurate

► we can not decide whatever policies we want

► THEN …

► managing production is not an easy Task !

[source: PRODUCTION THE TOC WAY- Eliyahu M.Goldratt ]

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Are you sure ?

From Real world to Simulation world

► Yes, BUT... IF:

► customers never change their mind

► and vendors always supply whatever we ask for, on time

► and there are no absenteeism problems with the work-force

► and people are excellently trained and disciplined

► and all processes are reliable

► and machines never break down

► and quality is superb

► and data is promptly available and accurate

► and we can decide whatever policies we want

► THEN…

► managing production will be a piece of cake!


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In the simulated plant, all the “major

causes” for the difficulty are not existing

(by purpose), then it should be easy to

manage the production.

But, this is not the case !

That means that the claimed cause and

effect relationship is not properly right.

The claimed cause and effect relationship

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Plant 10

How does the system look

...one step more in deep

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From Resource center view to Flow center view

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The Plant 10

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Do we have ALL the needed information ?

The GOAL:

Achieve Very High Due Date performance

Mindset:

Customer orders are the Prime Driver for managing

Operations (Production)

The Drum

Do we have ALL the needed information ?

The GOAL:

Achieve Very High Due Date performance

Mindset:

Customer orders are the Prime Driver for managing

Operations (Production)

The Drum

The Plant 10

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► MTO - Injection 2 : the Production Buffer (PB) is set to be

challenging but achievable, with Raw Materials released accordingly

► MTO - Injection 3 : the Work Orders (WO) are sequenced

according to buffer status through the use of Buffer Management

TOC Solution for MTO: Injection 2 & 3 recap

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► do we need to IDENTIFY the System Constraint ?

► ...and decide how to EXPLOIT the System Constraint ?

► what should we consider in order to set the production batch ?

► what should we consider in order to set the transfer batch ?

► should we maximize ALL the resources utilization ?

...and why or why NOT ?

► how to set the Production Buffer ?

► how to set the priority of the WOs in the system ?

S-DBR : some questions

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► is there a specific sequence of WOs to respect ?

► why if I set different production Buffer, I will have differentprocess performance ?

► do I need to pay attention to the inventory in front of ALL the resources ?

► why if I release more RM, I don’t see better process performance, but it is the opposite ?

► if some resources are IDLE, am I doing a bad scheduling ?


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► what are the factors I should consider in order to design the system ?

► is there a tool that could help us to reduce the risk of the implementation failure ?


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S-DBR recap

Release Time

Example: PB = 30 hrs

(Due Date – PB)

=

Green Color

=

Release Time

Example: PB = 30 hrs

(Due Date – PB)

=

Green Color

=

Release Time

Due Date

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Plant 10: do we have the CCR ?

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The Plant 10: S-DBR within CCR environment

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Plant 10: NP calculation & process model INPUT File

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The Plant 10

In the real plant the visibility is not like the plant 10

the S-DBR could help you to manage the “right flow” and

synchronize the material release with the real customer needs

In the real plant the visibility is not like the plant 10

the S-DBR could help you to manage the “right flow” and

synchronize the material release with the real customer needs

A potential Negative Branch releasing the material too late or

too early is that the resources are already busy working on less

important tasks or the Blue resource does not always have the

right material to work on

A potential Negative Branch releasing the material too late or

too early is that the resources are already busy working on less

important tasks or the Blue resource does not always have the

right material to work on

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Plant 10: model outcome

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Process Model… Key Learning

► We demonstrate that the Injection 2 and Injection 3 could help you to manage the production flow where to achieve very high Due Date performance is the goal

► Process model could help us to reduce the risk of implementation failure thanks to the capability to Measure and Analyze the system performance in a dynamic environment (actual & future state)

Agreeing with the change and taking actions to implement the

change are two separate issues…

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Questions ?

Issues for further thinking developing ?

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Modeling a S-DBR implementation witha new production simulator

Thanks

February 10th, 2013

Tallinn

Emanuele Strada

[email protected]

modeling a s-dbr implementation with a new production … · 2015. 2. 25. · fourth international...

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