Theory Of Constraints By Eliyahu Goldratt Download Pdf

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Theory of Constraints (TOC)

THE BIG Thought

Every process has a constraint (bottleneck) and focusing improvement efforts on that constraint is the fastest and most effective path to improved profitability.

WHAT IS THE THEORY OF CONSTRAINTS?

The Theory of Constraints is a methodology for identifying the most important limiting cistron (i.e., constraint) that stands in the way of achieving a goal and then systematically improving that constraint until information technology is no longer the limiting gene. In manufacturing, the constraint is ofttimes referred to as a clogging.

The Theory of Constraints takes a scientific approach to comeback. It hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the unabridged organisation (i.e., the constraint activeness is the "weakest link in the chain").

So what is the ultimate goal of most manufacturing companies? To make a profit – both in the brusque term and in the long term. The Theory of Constraints provides a powerful prepare of tools for helping to achieve that goal, including:

The 5 Focusing Steps: a methodology for identifying and eliminating constraints
The Thinking Processes: tools for analyzing and resolving problems
Throughput Accounting: a method for measuring performance and guiding management decisions

Dr. Eliyahu Goldratt conceived the Theory of Constraints (TOC), and introduced information technology to a broad audition through his bestselling 1984 novel, "The Goal". Since so, TOC has connected to evolve and develop, and today it is a significant factor within the world of management best practices.

I of the appealing characteristics of the Theory of Constraints is that it inherently prioritizes comeback activities. The top priority is always the current constraint. In environments where in that location is an urgent need to improve, TOC offers a highly focused methodology for creating rapid improvement.

A successful Theory of Constraints implementation will have the following benefits:

Increased Profit: the main goal of TOC for nearly companies
Fast Comeback: a issue of focusing all attention on one disquisitional area – the arrangement constraint
Improved Chapters: optimizing the constraint enables more product to be manufactured
Reduced Pb Times: optimizing the constraint results in smoother and faster production flow
Reduced Inventory: eliminating bottlenecks ways there volition be less piece of work-in-process

Nuts OF TOC

Core Concept

The core concept of the Theory of Constraints is that every procedure has a single constraint and that total process throughput can only be improved when the constraint is improved. A very important corollary to this is that spending fourth dimension optimizing non-constraints volition not provide significant benefits; only improvements to the constraint will further the goal (achieving more than profit).

Thus, TOC seeks to provide precise and sustained focus on improving the electric current constraint until it no longer limits throughput, at which point the focus moves to the next constraint. The underlying power of TOC flows from its ability to generate a tremendously potent focus towards a unmarried goal (profit) and to removing the principal impediment (the constraint) to achieving more of that goal. In fact, Goldratt considers focus to exist the essence of TOC.

The Five Focusing Steps

The Theory of Constraints provides a specific methodology for identifying and eliminating constraints, referred to as the Five Focusing Steps. Equally shown in the following diagram, it is a cyclical process.

The 5 Focusing Steps are farther described in the following table.

Step	Objective
Identify	Identify the electric current constraint (the single role of the procedure that limits the rate at which the goal is achieved).
Exploit	Make quick improvements to the throughput of the constraint using existing resources (i.e., brand the most of what you have).
Subordinate	Review all other activities in the procedure to ensure that they are aligned with and truly support the needs of the constraint.
Elevate	If the constraint however exists (i.e., information technology has not moved), consider what farther actions tin can be taken to eliminate information technology from being the constraint. Unremarkably, actions are continued at this footstep until the constraint has been "broken" (until it has moved somewhere else). In some cases, capital investment may exist required.
Repeat	The Five Focusing Steps are a continuous comeback cycle. Therefore, in one case a constraint is resolved the adjacent constraint should immediately be addressed. This stride is a reminder to never become complacent – aggressively better the current constraint…and then immediately move on to the next constraint.

The Thinking Processes

The Theory of Constraints includes a sophisticated problem solving methodology chosen the Thinking Processes. The Thinking Processes are optimized for complex systems with many interdependencies (e.k., manufacturing lines). They are designed equally scientific "crusade and event" tools, which strive to commencement place the root causes of undesirable effects (referred to as UDEs), and then remove the UDEs without creating new ones.

The Thinking Processes are used to answer the post-obit three questions, which are essential to TOC:

What needs to be changed?
What should it be changed to?
What actions will cause the change?

Examples of tools that have been formalized as function of the Thinking Processes include:

Tool	Function	Clarification
Electric current Reality Tree	Documents the current state.	Diagram that shows the current state, which is unsatisfactory and needs improvement. When creating the diagram, UDEs (symptoms of the problem) are identified and traced back to their root cause (the underlying problem).
Evaporating Cloud Tree	Evaluates potential improvements.	Diagram that helps to identify specific changes (called injections) that eliminate UDEs. It is particularly useful for resolving conflicts between different approaches to solving a problem. It is used as part of the process for progressing from the Current Reality Tree to the Time to come Reality Tree.
Time to come Reality Tree	Documents the future country.	Diagram that shows the time to come state, which reflects the results of injecting changes into the organisation that are designed to eliminate UDEs.
Strategy and Tactics Tree	Provides an activity plan for comeback.	Diagram that shows an implementation plan for achieving the future country. Creates a logical construction that organizes knowledge and derives tactics from strategy. Annotation: this tool is intended to replace the formerly used Prerequisite Tree in the Thinking Processes.

Throughput Bookkeeping

Throughput Bookkeeping is an culling accounting methodology that attempts to eliminate harmful distortions introduced from traditional accounting practices – distortions that promote behaviors contrary to the goal of increasing profit in the long term.

In traditional accounting, inventory is an asset (in theory, it can exist converted to greenbacks by selling it). This frequently drives undesirable behavior at companies – manufacturing items that are not truly needed. Accumulating inventory inflates assets and generates a "paper profit" based on inventory that may or may non ever be sold (east.g., due to obsolescence) and that incurs toll as it sits in storage. The Theory of Constraints, on the other hand, considers inventory to exist a liability – inventory ties up cash that could be used more productively elsewhere.

"The Theory of Constraints, on the other paw, considers inventory to be a liability – inventory ties up cash that could be used more productively elsewhere.

In traditional bookkeeping, there is likewise a very potent emphasis on cutting expenses. The Theory of Constraints, on the other mitt, considers cutting expenses to be of much less importance than increasing throughput. Cutting expenses is limited by reaching zero expenses, whereas increasing throughput has no such limitations.

These and other conflicts consequence in the Theory of Constraints emphasizing Throughput Bookkeeping, which uses every bit its cadre measures: Throughput, Investment, and Operating Expense.

Core Measures	Definition
Throughput	The rate at which client sales are generated less truly variable costs (typically raw materials, sales commissions, and freight). Labor is not considered a truly variable toll unless pay is 100% tied to pieces produced.
Investment	Money that is tied up in physical things: product inventory, mechanism and equipment, real estate, etc. Formerly referred to in TOC as Inventory.
Operating Expense	Money spent to create throughput, other than truly variable costs (e.g., payroll, utilities, taxes, etc.). The cost of maintaining a given level of capacity.

In improver, Throughput Accounting has four key derived measures: Cyberspace Profit, Return on Investment, Productivity, and Investment Turns.

Net Profit = Throughput − Operating Expenses

Return on Investment = Net Profit / Investment

Productivity = Throughput / Operating Expenses

Investment Turns = Throughput / Investment

In general, management decisions are guided by their effect on achieving the following improvements (in lodge of priority):

Will Throughput be increased?
Will Investment be reduced?
Will Operating Expenses be reduced?

The strongest accent (by far) is on increasing Throughput. In essence, TOC is proverb to focus less on cutting expenses (Investment and Operating Expenses) and focus more on building sales (Throughput).

Drum-Buffer-Rope

Drum-Buffer-Rope (DBR) is a method of synchronizing production to the constraint while minimizing inventory and work-in-procedure.

The "Drum" is the constraint. The speed at which the constraint runs sets the "vanquish" for the process and determines full throughput.

The "Buffer" is the level of inventory needed to maintain consistent production. Information technology ensures that brief interruptions and fluctuations in not-constraints do not affect the constraint. Buffers represent time; the amount of time (usually measured in hours) that piece of work-in-procedure should make it in accelerate of being used to ensure steady functioning of the protected resource. The more variation there is in the process the larger the buffers demand to be. An culling to large buffer inventories is sprint chapters (intentional overcapacity) at non-constraints. Typically, there are 2 buffers:

Constraint Buffer: immediately before the constraint; protects the constraint
Customer Buffer: at the very end of the process; protects the shipping schedule

The "Rope" is a bespeak generated by the constraint indicating that some amount of inventory has been consumed. This in plough triggers an identically sized release of inventory into the process. The role of the rope is to maintain throughput without creating an accumulation of excess inventory.

THE NATURE OF CONSTRAINTS

What are Constraints?

Constraints are anything that prevents the organization from making progress towards its goal. In manufacturing processes, constraints are often referred to as bottlenecks. Interestingly, constraints tin can take many forms other than equipment. At that place are differing opinions on how to best categorize constraints; a common approach is shown in the following table.

Constraint	Description
Physical	Typically equipment, but can also exist other tangible items, such as material shortages, lack of people, or lack of space.
Policy	Required or recommended ways of working. May be informal (e.g., described to new employees as "how things are done here"). Examples include visitor procedures (eastward.g., how lot sizes are calculated, bonus plans, overtime policy), matrimony contracts (e.thou., a contract that prohibits cross-training), or government regulations (e.yard., mandated breaks).
Paradigm	Deeply engrained behavior or habits. For example, the belief that "we must ever proceed our equipment running to lower the manufacturing cost per slice". A close relative of the policy constraint.
Marketplace	Occurs when product chapters exceeds sales (the external marketplace is constraining throughput). If there is an effective ongoing awarding of the Theory of Constraints, somewhen the constraint is likely to move to the marketplace.

There are also differing opinions on whether a system can have more 1 constraint. The conventional wisdom is that near systems have one constraint, and occasionally a system may have 2 or three constraints.

In manufacturing plants where a mix of products is produced, it is possible for each product to accept a unique manufacturing path and the constraint may "movement" depending on the path taken. This environment can be modeled as multiple systems – one for each unique manufacturing path.

Policy Constraints

Policy constraints deserve special mention. It may come equally a surprise that the virtually common form of constraint (by far) is the policy constraint.

Since policy constraints often stalk from long-established and widely accepted policies, they can be particularly hard to place and fifty-fifty harder to overcome. It is typically much easier for an external party to place policy constraints, since an external party is less probable to accept existing policies for granted.

When a policy constraint is associated with a firmly entrenched paradigm (e.thou., "we must always keep our equipment running to lower the manufacturing price per piece"), a pregnant investment in preparation and coaching is likely to be required to change the image and eliminate the constraint.

Policy constraints are not addressed through application of the Five Focusing Steps. Instead, the 3 questions discussed earlier in the Thinking Processes section are applied:

What needs to be changed?
What should it be changed to?
What actions will cause the change?

The Thinking Processes are designed to effectively work through these questions and resolve conflicts that may arise from changing existing policies.

TOC Instance

An excellent way to deepen your understanding of the Theory of Constraints is to walk through a simple implementation instance. In this example, the 5 Focusing Steps are used to place and eliminate an equipment constraint (i.e., bottleneck) in the manufacturing procedure.

Pace One – Identify the Constraint

In this step, the manufacturing process is reviewed to identify the constraint. A simple just often effective technique is to literally walk through the manufacturing process looking for indications of the constraint.

Item	Clarification
WIP	Look for large accumulations of work-in-process on the plant floor. Inventory ofttimes accumulates immediately before the constraint.
Expedite	Look for areas where process expeditors are oft involved. Special attention and handholding are often needed at the constraint to ensure that critical orders are completed on time.
Cycle Time	Review equipment operation data to determine which equipment has the longest average cycle time. Adjust out fourth dimension where the equipment is not operating due to external factors, such as being starved by an upstream process or blocked by a downstream procedure. Although such time affects throughput, the time loss is ordinarily not acquired or controlled by the starved/blocked equipment.
Need	Ask operators where they think equipment is not keeping up with demand. Pay close attending to these areas, only besides look for other supporting indicators.

The deliverable for this step is the identification of the single piece of equipment that is constraining process throughput.

Step Two – Exploit the Constraint

In this footstep, the objective is to make the most of what you have – maximize throughput of the constraint using currently bachelor resource. The line between exploiting the constraint (this stride) and elevating the constraint (the fourth pace) is not always clear. This step focuses on quick wins and rapid relief; leaving more complex and noun changes for afterwards.

Particular	Description
Buffer	Create a suitably sized inventory buffer immediately in front of the constraint to ensure that information technology can keep operating fifty-fifty if an upstream process stops.
Quality	Cheque quality immediately earlier the constraint so only known good parts are processed by the constraint.
Continuous Operation	Ensure that the constraint is continuously scheduled for operation (east.g., operate the constraint during breaks, approve overtime, schedule fewer changeovers, cross-railroad train employees to ensure there are always skilled employees available for operating the constraint).
Maintenance	Motility routine maintenance activities outside of constraint production time (due east.g., during changeovers).
Offload (Internal)	Offload some constraint work to other machines. Fifty-fifty if they are less efficient, the improved organization throughput is likely to better overall profitability.
Offload (External)	Offload some work to other companies. This should exist a last resort if other techniques are not sufficient to relieve the constraint.

The deliverable for this step is improved utilization of the constraint, which in turn volition result in improved throughput for the process. If the actions taken in this step "break" the constraint (i.east., the constraint moves) spring ahead to Footstep Five. Otherwise, continue to Step Iii.

Step Three – Subordinate and Synchronize to the Constraint

In this step, the focus is on not-constraint equipment. The primary objective is to back up the needs of the constraint (i.e., subordinate to the constraint). Efficiency of not-constraint equipment is a secondary business organization as long every bit constraint functioning is not adversely impacted.

By definition, all non-constraint equipment has some caste of excess chapters. This backlog chapters is a virtue, as it enables smoother performance of the constraint. The manufacturing process is purposely unbalanced:

Detail	Clarification
Upstream	Upstream equipment has excess capacity that ensures that the constraint buffer is continuously filled (simply non overfilled) so that the constraint is never "starved" past the upstream process.
Downstream	Downstream equipment has backlog capacity that ensures that fabric from the constraint is continually candy so the constraint is never "blocked" by the downstream process.

Some useful techniques for this footstep include:

Particular	Description
DBR	Implement DBR (Drum-Buffer-Rope) on the constraint as a fashion of synchronizing the manufacturing process to the needs of the constraint.
Priority	Subordinate maintenance to the constraint by ensuring that the constraint is always the highest priority for maintenance calls.
Sprint	Add sprint chapters to not-constraint equipment to ensure that interruptions to their operation (eastward.grand., breakdowns or textile changes) can apace be showtime by faster functioning and additional output.
Steady Operation	Operate non-constraint equipment at a steady step to minimize stops. Frequent inertial changes (i.eastward., stops and speed changes) tin increment wear and result in breakdowns.

The deliverable for this step is fewer instances of constraint functioning being stopped past upstream or downstream equipment, which in turn results in improved throughput for the process. If the actions taken in this step "suspension" the constraint (i.e., the constraint moves) jump ahead to Stride 5. Otherwise, continue to Step Iv.

Footstep Four – Elevate Operation of the Constraint

In this step, more noun changes are implemented to "interruption" the constraint. These changes may necessitate a pregnant investment of time and/or coin (e.chiliad., calculation equipment or hiring more staff). The cardinal is to ensure that all such investments are evaluated for effectiveness (preferably using Throughput Accounting metrics).

Item	Description
Operation Data	Apply performance data (east.g., Overall Equipment Effectiveness metrics plus downtime analytics) to identify the largest sources of lost productive time at the constraint.
Top Losses	Target the largest sources of lost productive time, one-by-1, with cross-functional teams.
Reviews	Implement ongoing plant floor reviews within shifts (a technique called Brusk Interval Control) to identify tactical deportment that volition ameliorate constraint functioning.
Setup Reduction	Implement a setup reduction program to reduce the amount of productive fourth dimension lost to changeovers.
Updates/Upgrades	Evaluate the constraint for potential design updates and/or component upgrades.
Equipment	Purchase additional equipment to supplement the constraint (a last resort).

The deliverable for this pace is a pregnant enough operation comeback to break the constraint (i.east., move the constraint elsewhere).

Step 5 – Repeat the Process

In this step, the objective is to ensure that the Five Focusing Steps are not implemented as a one-off comeback projection. Instead, they should be implemented as a continuous improvement procedure.

Item	Clarification
Constraint Broken	If the constraint has been broken (the normal case), recognize that in that location is a new constraint. Finding and eliminating the new constraint is the new priority (restart at Pace Ane).
Constraint Not Broken	If the constraint has not been broken, recognize that more than work is required, and a fresh look needs to be taken, including verifying that the constraint has been correctly identified (restart at Step One).

This step besides includes a caution…beware of inertia. Remain vigilant and ensure that improvement is ongoing and continuous. The 5 Focusing Steps are kind of like "Whac-A-Mole"…pound one constraint down and then move correct on to the next!

INTEGRATING WITH LEAN

Contrasting Theory of Constraints and Lean Manufacturing

The Theory of Constraints and Lean Manufacturing are both systematic methods for improving manufacturing effectiveness. However, they have very different approaches:

The Theory of Constraints focuses on identifying and removing constraints that limit throughput. Therefore, successful application tends to increase manufacturing capacity.
Lean Manufacturing focuses on eliminating waste from the manufacturing process. Therefore, successful application tends to reduce manufacturing costs.

Both methodologies have a strong customer focus and are capable of transforming companies to be faster, stronger, and more than agile. Nonetheless, there are significant differences, as highlighted in the following table.

What?	Theory of Constraints	Lean Manufacturing
Objective	Increase throughput.	Eliminate waste.
Focus	Singular focus on the constraint (until it is no longer the constraint).	Broad focus on the elimination of waste from the manufacturing process.
Event	Increased manufacturing capacity.	Reduced manufacturing cost.
Inventory	Maintain sufficient inventory to maximize throughput at the constraint.	Eliminate virtually all inventory.
Line Balancing	Create imbalance to maximize throughput at the constraint.	Create balance to eliminate waste matter (excess capacity).
Pacing	Constraint sets the stride (Drum-Buffer-Rope).	Customer sets the pace (Takt Time).

From the perspective of the Theory of Constraints, it is more applied and less expensive to maintain a degree of backlog capacity for non-constraints (i.due east., an intentionally unbalanced line) than to effort to eliminate all sources of variation (which is necessary to efficiently operate a balanced line). Eliminating variation is nonetheless desirable in TOC; information technology is simply given less attention than improving throughput.

Combining Theory of Constraints and Lean Manufacturing

One of the most powerful aspects of the Theory of Constraints is its laser-like focus on improving the constraint. While Lean Manufacturing can be focused, more than typically it is implemented as a wide-spectrum tool.

In the real world, there is always a need to compromise, since all companies have finite resources. Not every aspect of every process is truly worth optimizing, and not all waste is truly worth eliminating. In this light, the Theory of Constraints can serve every bit a highly effective mechanism for prioritizing comeback projects, while Lean Manufacturing tin provide a rich toolbox of comeback techniques. The result – manufacturing effectiveness is significantly increased by eliminating waste from the parts of the organisation that are the largest constraints on opportunity and profitability.

While Lean Manufacturing tools and techniques are primarily practical to the constraint, they tin too exist applied to equipment that is subordinated to the constraint (e.m., to equipment that starves or blocks the constraint; to postal service-constraint equipment that causes quality losses).

The rest of this section describes how to utilize a range of Lean Manufacturing tools and techniques to the Five Focusing Steps.

Process chart for applying the Five Focusing Steps of TOC with Lean Manufacturing tools and techniques. — The Five Focusing Steps of the Theory of Constraints can employ established lean manufacturing tools as shown in the above diagram.

Applying Lean Tools to "Identify the Constraint"

Lean Manufacturing provides an excellent tool for visually mapping the flow of production (Value Stream Mapping) as well as a philosophy that promotes spending fourth dimension on the plant floor (Gemba).

Lean Tool	Description
Value Stream Mapping	Value Stream Mapping (VSM) visually maps the flow of production (current and future states) using a defined gear up of symbols and techniques. Provides a foundation from which to work when identifying the constraint. For instance, the cycle time of each stage can be marked on the map. Engages teams and useful for problem solving exercises. Helpful for documenting complex processes.
Gemba	Gemba encourages leaving the office to spend time on the plant floor. This promotes a deep and thorough understanding of real-world manufacturing issues – past first-manus observation and by talking with plant flooring employees. Walking the constitute floor, observing production, and interacting with employees can be a very effective way to gather information that helps place the constraint.

Applying Lean Tools to "Exploit the Constraint"

Lean Manufacturing strongly supports the idea of making the most of what yous take, which is likewise the underlying theme for exploiting the constraint. For example, lean teaches to organize the work area (5S), to motivate and empower employees (Visual Factory/Andon), to capture all-time practices (Standardized Piece of work), and to brainstorm incremental ideas for improvement (Kaizen).

Lean Tool	Description
5S	5S is a program for eliminating the waste product that results from a poorly organized work surface area. Information technology consists of v elements: Sort (eliminate that which is non needed), Straighten (organize the remaining items), Shine (make clean and inspect the area), Standardize (create standards for 5S), and Sustain (consistently utilize the standards). Creates a foundation for improve performance at the constraint. Enables faster identification of emerging issues at the constraint. Results in increased motivation and pride (from the improved work environment).
Visual Manufactory / Andon	Visual Factory is a strategy for carrying data through easily seen found flooring visuals. Andons are visual displays that betoken production status and enable operators to bring immediate attention to bug – and then they can exist instantly addressed. Displays constraint production metrics in real time – a powerful motivator. Reduces reaction time to stoppages by instantly alerting operators to intervene. Empowers operators to call immediate attending to issues at the constraint. Increases focus by using visuals to reinforce the importance of the constraint.
Standardized Piece of work	Standardized Piece of work captures best practices in work area documents that are consistently applied by all operators and that are kept upward-to-engagement with the electric current best practices. Improves throughput by consistently applying best practices at the constraint. Reduces variation past applying standardized procedures at the constraint. Ensures that all operators setup and run the constraint in a repeatable way.
Kaizen	Kaizen provides a framework for employees to piece of work in pocket-sized groups that suggest and implement incremental improvements for the manufacturing procedure. It combines the collective talents of a visitor to create an engine for continuous improvement. Provides a proven mechanism for generating ideas on how to exploit the constraint. Identifies "quick win" opportunities for improving throughput of the constraint. Engages operators to work as a team and to think critically about their work.

Applying Lean Tools to "Subordinate to the Constraint"

Lean Manufacturing techniques for regulating menses (Kanban) and synchronizing automated lines (Line Command) can be applied towards subordinating and synchronizing to the constraint.

Lean Tool	Description
Kanban	Kanban is a method for regulating the menses of materials, which provides for automated replenishment through signal cards that indicate when more than materials are needed. Offers elementary visual techniques for decision-making the flow of materials. Synchronizes fabric usage at the constraint with material usage in the upstream process by controlling when new materials are released into the process.
Line Command	Line Control is a sophisticated technique used with synchronous automated lines, such as FMCG (Fast Moving Consumer Goods) lines, which slaves non-constraint equipment to the constraint in such a way equally to increase overall system throughput. Provides an effective culling to traditional Drum-Buffer-Rope for FMCG lines. Optimizes constraint and non-constraint running speeds to maximize throughput and reduce the frequency of minor stops. Reduces startup delays on the constraint past synchronizing equipment startup.

Lean Tool

Description

Kanban

Kanban is a method for regulating the menses of materials, which provides for automated replenishment through signal cards that indicate when more than materials are needed.

Offers elementary visual techniques for decision-making the flow of materials.
Synchronizes fabric usage at the constraint with material usage in the upstream process by controlling when new materials are released into the process.

Line Command

Line Control is a sophisticated technique used with synchronous automated lines, such as FMCG (Fast Moving Consumer Goods) lines, which slaves non-constraint equipment to the constraint in such a way equally to increase overall system throughput.

Provides an effective culling to traditional Drum-Buffer-Rope for FMCG lines.
Optimizes constraint and non-constraint running speeds to maximize throughput and reduce the frequency of minor stops.
Reduces startup delays on the constraint past synchronizing equipment startup.

Applying Lean Tools to "Elevate the Constraint"

Lean Manufacturing techniques for proactively maintaining equipment (TPM), dramatically reducing changeover times (SMED), edifice defect detection and prevention into production processes (Poka-Yoke), and partially automating equipment (Jidoka) all take direct application when elevating the constraint. TPM and SMED can too be viewed every bit exploitation techniques (maximizing throughput using currently available resource); nevertheless, they are fairly circuitous and are probable to benefit from working with outside experts.

Lean Tool	Description
TPM	TPM (Full Productive Maintenance) offers a holistic arroyo to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of the constraint (increasing upwards time, reducing cycle times, and eliminating defects). Reduces the frequency of constraint breakdowns and small stops. Provides operators with a stronger feeling of "ownership" for their equipment. Enables almost maintenance to be planned and scheduled for non-production time. Targets quality bug by finding and removing the root causes of defects.
SMED	SMED (Single-Infinitesimal Exchange of Die) is a method for dramatically reducing changeover time at the constraint. As many steps as possible are converted to external (performed while the process is running) and remaining steps are streamlined (e.g., bolts and manual adjustments are eliminated). Increases usable production fourth dimension at the constraint. Enables smaller lot sizes, resulting in improved responsiveness to customer need. Enables smoother startups, since a simplified and standardized changeover procedure improves quality and consistency.
Poka-Yoke	Poka-Yoke (also referred to equally "mistake proofing") designs defect detection and prevention into equipment with the goal of achieving zero defects. Reduces the number of defects (which is also very of import post-constraint). Enables the operator to spend more time on Autonomous Maintenance.
Jidoka	Jidoka means "intelligent automation" or "automation with a human affect". Information technology recognizes that partial automation is significantly less expensive than full automation. Jidoka besides emphasizes automatic stoppage of equipment when defects are detected. In some cases, the constraint cannot exist cleaved without significant majuscule investment. Jidoka tin can provide valuable guidance on equipment pattern and upgrades.

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Theory Of Constraints By Eliyahu Goldratt Download Pdf UPDATED