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How do you apply the five focusing steps of TOC to production planning?

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Production planning is the process of designing, scheduling, and coordinating the activities and resources involved in manufacturing products or delivering services. It aims to optimize efficiency, quality, and customer satisfaction while minimizing costs, waste, and delays. One of the methods that can help you improve your production planning is the theory of constraints (TOC), a management philosophy that focuses on identifying and eliminating the bottlenecks that limit your system's performance. In this article, you will learn how to apply the five focusing steps of TOC to your production planning process and achieve better results.

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Wilton Mota

Gerente Sênior de Logística e Supply Chain

1 Identify the constraint

The first step of TOC is to identify the constraint, which is the factor that prevents your system from achieving a higher level of output or throughput. The constraint can be a physical resource, such as a machine, a tool, or a material, or a policy, a rule, or a behavior, that limits the flow of work or value. To identify the constraint, you need to analyze your production system and map out the steps, activities, and dependencies involved. You can use tools such as value stream mapping, process flow diagrams, or current reality trees to visualize your system and identify the sources of variation, waste, or delay. The constraint is usually the step or resource that has the longest cycle time, the lowest capacity, the highest utilization, or the most inventory or backlog.

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2 Exploit the constraint

The second step of TOC is to exploit the constraint, which means to make the most of the available capacity or performance of the constraint without adding more resources or costs. This can involve reducing or eliminating any non-value-adding activities, interruptions, errors, or inefficiencies that occur at or before the constraint. For example, you can prioritize the work that goes to the constraint, synchronize the flow of work with the pace of the constraint, reduce the setup time or changeover time of the constraint, improve the quality or reliability of the constraint, or provide more training or support to the workers who operate the constraint.

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Wilton Mota

Gerente Sênior de Logística e Supply Chain
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Explorar as Restri??es: Após identificar as restri??es, o próximo passo é explorá-las ao máximo, ou seja, garantir que esses recursos limitados sejam utilizados da forma mais eficiente possível, sem desperdícios de tempo ou capacidade. Como aplicar: Assegure que os recursos identificados como gargalos estejam operando em sua capacidade máxima, reduza as inatividades, e priorize trabalhos que passam por esses recursos. Isso pode envolver ajustes na programa??o da produ??o, no layout dos equipamentos, ou na aloca??o de pessoal.

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3 Subordinate everything else

The third step of TOC is to subordinate everything else, which means to align the rest of the system to the constraint and avoid any actions that could undermine or overburden the constraint. This can involve adjusting the schedules, capacities, or outputs of the non-constrained resources or steps to match the demand or rate of the constraint. For example, you can reduce the batch sizes or frequencies of the upstream or downstream processes, balance the workload or buffer sizes across the system, or implement pull systems or kanban cards to regulate the flow of work. The goal is to create a smooth and consistent flow of work that maximizes the throughput of the constraint and minimizes the inventory or waste.

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Wilton Mota

Gerente Sênior de Logística e Supply Chain
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Subordinar tudo à decis?o acima: Uma vez que a restri??o é identificada e explorada, todas as outras partes do processo de produ??o devem ser ajustadas para apoiar a otimiza??o dessa restri??o. Isso significa que a produ??o como um todo pode precisar ser desacelerada ou reprogramada para garantir que o gargalo n?o seja sobrecarregado. Como aplicar: Ajuste os processos antes e depois do gargalo para garantir um fluxo contínuo de trabalho. Isso pode envolver a reprograma??o da produ??o, altera??es nos níveis de estoque, ou mesmo mudan?as temporárias na capacidade de produ??o para evitar excesso de trabalho na restri??o.

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4 Elevate the constraint

The fourth step of TOC is to elevate the constraint, which means to increase the capacity or performance of the constraint by adding more resources or costs if necessary. This step should only be taken after the previous steps have been exhausted and there is still a gap between the current and desired output or throughput of the system. To elevate the constraint, you can invest in more equipment, materials, or labor, upgrade or replace the existing resources, outsource or subcontract some of the work, or change or relax some of the policies or rules that limit the constraint.

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Wilton Mota

Gerente Sênior de Logística e Supply Chain
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Elevar a Restri??o Se as etapas anteriores n?o forem suficientes para resolver a restri??o, ent?o deve-se procurar maneiras de aumentar a capacidade do recurso limitado. Isso pode envolver investimentos em novos equipamentos, mudan?as nos processos, ou treinamento adicional para a equipe. Como aplicar: Investigue solu??es para aumentar a capacidade do gargalo, seja através de melhorias de processo, aquisi??o de equipamentos mais eficientes, ou treinamento e desenvolvimento da equipe.

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5 Repeat the process

The fifth and final step of TOC is to repeat the process, which means to monitor and evaluate the results of the previous steps and identify any new constraints that may emerge as the system changes or improves. The constraint may shift to another resource, step, or factor as the throughput or output increases or as the demand or environment changes. To repeat the process, you need to review your production system regularly and apply the same five steps to any new constraints that you find. The goal is to create a continuous improvement cycle that enhances your production planning and performance.

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Wilton Mota

Gerente Sênior de Logística e Supply Chain
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Se, na etapa anterior, a restri??o foi quebrada, volte ao passo 1: A TOC é um processo iterativo. Após resolver uma restri??o, é importante voltar ao início e identificar novas restri??es que possam ter surgido ou se tornado mais evidentes. Isso garante uma melhoria contínua no processo de produ??o. Como aplicar: Regularmente revise o processo de produ??o para identificar novos gargalos. A implementa??o de um sistema de feedback contínuo e a cultura de melhoria contínua s?o cruciais para o sucesso da aplica??o da TOC.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you apply the five focusing steps of TOC to production planning?

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2

3

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1 Identify the constraint

2 Exploit the constraint

3 Subordinate everything else

4 Elevate the constraint

5 Repeat the process

6 Here’s what else to consider

Production Planning

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