The theory of constraints (TOC) can help management reduce cycle time. The TOC indicates that the flow of goods through a production process cannot be a faster rate than the slowest bottleneck of the process
Theory of Constraints
The theory of constraints (TOC) can help management reduce cycle time. The TOC indicates that the flow of goods through a production process cannot be a faster rate than the slowest bottleneck of the process (Barfield, Raiborn, Kinney, 2001). Production limitations in a manufacturing environment are caused by human, material, and machine constraints. For example, a human constraint can be caused by an inability to understand or react. Machine constraints (bottlenecks) are points at which the processing levels are sufficiently slow to cause the other processing mechanisms experience idle time. Assume that Ford produces car parts in a two-department operation: Department 1 is labor intensive and Department 2 is automated. The average output of Department 1 is 50 units per hour. The units are then transferred to Department 2 where they are finished by a robot. The robot can finish a maximum of 100 units per hour, which means the robots are experiencing an idle time. Managing constraints is a process of continuous improvement. Once a constraint is identified in the system, managers will need to figure out how to utilize the constraint to avoid wasting constraint resources. This will have a negative financial impact if the constraint is not detected in the early stages.