Abstract
Problem statement: Taiwan is located in the tropical ocean areas. The strong typhoon in summer often causes the collapse of electric transm ission towers and results in power outages that seriously affect people's lives and industrial prod uction. Approach: In light of this situation, this study aims to employ project management techniques of Theory of Constraints (TOC) to develop a practical TOC model to quickly repair the towers and restore power supplied system. Results: The actual application had verified that the research model co uld not only shorten the duration of work but also save the manpower and material expenses. Conclusion: It once again proved the excellent results of reparation operations by applying TOC to project ma nagement.
Highlights
A typhoon ravaged southern Taiwan causes the collapse of galvanized electric towers #33, #47 in the mountain-sea lines from Dapeng to Fenggang and paralyzes the power supply system
The rest of nonbottleneck operations are quickly implemented that the all project management operations could smoothly completed in the optimal situation
Before the implementation of this project, several discussions and assessment concluded that it would need at least 60 days to restore power supply that people would not be able to tolerate the pain caused by long-time power outage and the corporate could not afford to the loss
Summary
A typhoon ravaged southern Taiwan causes the collapse of galvanized electric towers #33, #47 in the mountain-sea lines from Dapeng to Fenggang and paralyzes the power supply system. The power outage affected people’s life and stopped the operation of industrial and commercial activities. The study aims to plan a project management scheduling for quickly repairing power supply system. This study employs the thinking logic of TOC to plan a complete operation scheduling. We find out the potential bottlenecks for entire project construction and give careful discussions. The major bottlenecks in the project were found. Some best solutions are selected to make breakthroughs of the bottlenecks. The rest of nonbottleneck operations are quickly implemented that the all project management operations could smoothly completed in the optimal situation
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