The basic concept of the Theory of Constraints (TOC) is the impossibility of running a well balanced factory at 100 percent capability. Variation in processing and product transfer times is the origin of longer cycle times and greater inventories, which can impede the capability to run a factory at full capability.
In Beyond the Theory of Constraints, William Levinson challenges this basic concept by specifying that variation in processing and product transfer times comes from special or assignable causes that can be removed through traditional quality management techniques. Even random or common-cause variation can be suppressed through lean production methods.
This engaging book: Gives a complete introduction of the Theory of Constraints and its effect on engineering and managerial economics Shows the impact of variation in processing and product transfer times, and shows why this variation avoids achievement of 100 percent usage Explains methods for decreasing variation in processing and product transfer times Discusses methods for increasing productivity and decreasing cycle times - these work for elevating the restriction (increasing its capability) and reduce variation
This book will certainly teach company executives, supervisors, and technical specialists, including quality and production engineers, ways to identify and eliminate variations and make best use of capability to accomplish fundamental outcomes.