This applied to his logistics system, which another reference depicted as a
"continent spanning conveyor," but continuous flow in his factories achieved
the same purpose at the manufacturing level. This, and the relatively low
inventories carried in the chemical process industries, shows that it is quite
possible to go beyond the Theory of Constraints by looking for ways to
eliminate variation in processing and material transfer times.
Why should you Attend:
No manufacturing process can work faster than its slowest operation, the
constraint or capacity-constraining resource. This carries over into project
management where no project can finish more rapidly than the events on its
critical path. The implications in manufacturing include longer cycle times and
more inventory, both of which make it more difficult to meet customer
Areas Covered in the Session:
The constraint or capacity-constraining resource (CCR) limits the throughput
of a manufacturing process just as the critical path defines the minimum time
in which a project can be completed.
Variation in processing and material transfer times will reduce throughput
because time lost at the constraint can never be recovered favorable variation
does not offset unfavorable variation.
Who Will Benefit:
Supply Chain Professionals
Project Management Professionals
William Levinson is the principal of Levinson Productivity Systems, P.C. He is
an ASQ Fellow, Certified Quality Engineer, Quality Auditor, Quality Manager,
Reliability Engineer, and Six Sigma Black Belt. He holds degrees in chemistry
and chemical engineering from Penn State and Cornell Universities, and night
school degrees in business administration and applied statistics from Union
College, and he has given presentations at the ASQ World Conference, TOC
World 2004, and other national conferences on productivity and quality.
Compliance4All DBA NetZealous,