Applying the TOC thinking process in manufacturing: A case study

Abstract

A case study is presented to illustrate the application of the Theory of Constraints thinking process logic tools in a manufacturing environment. The study firm performs design activities related to meeting future product requirements while concurrently meeting existing production schedules for the current design of the product. Current approaches to managing the firm's limited productive capacity do not allow for both design and production activities to occur simultaneously while meeting the customer's current product delivery schedule. Thus, despite their desire to satisfy their customer's future design requirements, management uses the majority of its production capacity to meet its customer's current product delivery schedule. This case study demonstrates how a team of employees used thinking process logic diagrams to document reality, identify a core conflict and problem, develop proposed changes to address the core problem, and create several detailed action plans to implement changes within the study organization. Initially, scenarios associated with some undesirable effects are used to understand how prevailing policies and behaviours result in less than desired production line performance. Then, a current reality tree is constructed to link the core problem or system constraint with the previously identified undesirable effects. Next, two major injections are developed to address the core problem in managing the production line as logically documented in a future reality tree. Finally, three transition trees are presented to guide the implementation of change at the study organization.