This article analyzes the methodologies of Henry Ford, Taiichi Ohno, and Eliyahu Goldratt and presents explicitly the four principles of flow management according to these operations management ...philosophies. The differences among them are related to different instances of the same principles in different environments: Ford in his industry focusing on mass production of few (or one) products, Ohno at Toyota with the Toyota production System (TPS), and Goldratt in a wide range of production environments. The concepts are illustrated and tested in a practical case of implementation in the Hitachi Tool Engineering company. Here, we have the classic case of an unlikely successful attempt to implement a methodology (Lean), and how the Theory of Constraints (TOC) solved this issue. Finally, the limits for the solution proposed by Goldratt for operations management (DBR) are described.Este artigo avalia as metodologias de Henry Ford, Taiichi Ohno e Elyahu Goldratt e apresenta de maneira explícita os quatros princípios de gestão do fluxo que estão por trás destas filosofias de gestão de operações. As diferenças entre estas três são traçadas para diferentes instâncias dos mesmos princípios em ambientes específicos: Ford em sua indústria, com foco na produção em massa de poucos (ou um) produtos; Ohno na Toyota, com o Toyota Production System (TPS); e Goldratt, em uma classe ampla de ambientes de produção. Os conceitos são ilustrados e postos à prova no caso prático da Hitachi Tool Engineering. Este é o caso clássico de tentativa de implementação de uma metodologia (Lean) que não se aplica e como isto foi resolvido pela Teoria das Restrições (TOC). Finalmente os limites da solução proposta por Goldratt para a gestão de operações (TPC) são explicitados.
This article analyzes the methodologies of Henry Ford, Taiichi Ohno, and Eliyahu Goldratt and presents explicitly the four principles of flow management according to these operations management ...philosophies. The differences among them are related to different instances of the same principles in different environments: Ford in his industry focusing on mass production of few (or one) products, Ohno at Toyota with the Toyota production System (TPS), and Goldratt in a wide range of production environments. The concepts are illustrated and tested in a practical case of implementation in the Hitachi Tool Engineering company. Here, we have the classic case of an unlikely successful attempt to implement a methodology (Lean), and how the Theory of Constraints (TOC) solved this issue. Finally, the limits for the solution proposed by Goldratt for operations management (DBR) are described.
Este artigo avalia as metodologias de Henry Ford, Taiichi Ohno e Elyahu Goldratt e apresenta de maneira explícita os quatros princípios de gestão do fluxo que estão por trás destas filosofias de gestão de operações. As diferenças entre estas três são traçadas para diferentes instâncias dos mesmos princípios em ambientes específicos: Ford em sua indústria, com foco na produção em massa de poucos (ou um) produtos; Ohno na Toyota, com o Toyota Production System (TPS); e Goldratt, em uma classe ampla de ambientes de produção. Os conceitos são ilustrados e postos à prova no caso prático da Hitachi Tool Engineering. Este é o caso clássico de tentativa de implementação de uma metodologia (Lean) que não se aplica e como isto foi resolvido pela Teoria das Restrições (TOC). Finalmente os limites da solução proposta por Goldratt para a gestão de operações (TPC) são explicitados.
Computerized shop floor scheduling GOLDRATT, ELIYAHU M.
International journal of production research,
03/1988, Volume:
26, Issue:
3
Journal Article
Peer reviewed
Computerized shop floor scheduling is probably one of the most glaring examples of an area in which the tremendous efforts and investments of a large number of companies have produced at best only a ...partial solution. One of the more successful attempts is known as OPT
R
(optimized production technology) on which numerous papers have been published highlighting the various aspects of this package. What was realized by only a small group of people, namely the user base, was that this package was evolving at an incredible rate from one year to the next. This article describes that evolutionary process from basically a computerized Kanban to an attempted computerization of the Drum-Buffer-Rope technique. The major emphasis will not be so much on the technical developments, but more on the reasoning-gained from the experience of implementing this package-that brought this evolution so quickly to its ultimate conclusion. Namely, the real key lies mainly in the conceptual framework under which we run our organizations.
Viable vision is the possibility of a company to have, within four years, annual net profit equal to its current total sales. Any complex system is based on inherent simplicity. Capitalizing on the ...inherent simplicity enables incredible improvements within a short time. The more data needed to fully describe a system, the more complex it is. Most companies, even small ones, are complex and thus difficult to manage. The few elements dictating the performance of the system are the constraints or leverage points -- the Theory of Constraints.
Story time Warriner, William; Goldratt, Eliyahu M; Cox, Jeff ...
The Journal of business strategy,
11/1994, Volume:
15, Issue:
6
Journal Article
Peer reviewed
Some people adamantly read only non-fiction, eschewing all story telling and advise others to do the same. However, business fiction is increasingly recognized as relevant to business strategy. A ...number of business fiction short stories are presented.
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