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By:

Saumitr Chaturvedi M-065

Himanshu Chaurasia M-066

Urvaksh Contractor M-067

Ajeet umar M-075

A!himanyu Saras"at M-0#$

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Question

Define bottleneckswith reference from the novel, The Goal. How did they optimize the

bottlenecks?

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%hat is Bott&eneck'

A (oint o) con+estion in a system thatoccurs "hen "ork&oads arrive at a +iven(oint more ,uick&y than that (oint can

hand&e them .he ine/ciencies !rou+hta!out !y the !ott&eneck o)ten create a,ueue and a &on+er overa&& cyc&e time

.he term is used to descri!e (oints o)con+estion in everythin+ )rom com(uter

net"orks to a )actory assem!&y &ine

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Bottleneck According to Jonah

A manufacturing firmshould distinguishbetween bottleneck andnon-bottleneck resources

Bottleneck are resourceswhose capacities areequal to or less than the

demand placed upon it

The bottleneck resourcesdetermine the flow of

product through the plant

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Is Bottleneck Good for a manufacturingplant?

An hour lost on the bottleneck is an hour lost

for the entire plant

An hour lost on a non-bottleneck is a

mirage

Manage the plant by the bottlenecks

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(timisin+ the Bott&enecks

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Jonah: Bottleneck has no slack capacity

Solution:Alex organized the bottlenecks to work only on overdue

orders from the most overdue to the least

In order to keep the bottlenecks constantly busy, the teamformed a new system to inform the workers what materials

have priority at non bottlenecks.

Answer: Red and Green Tags

Twelve Orders got shipped

Problem No.

Does Bottleneck has a slack capacity?

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Materia&s

TAG TAG

Bottleneck Parts

1on-Bott&eneck

2arts

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Increasing the Production Capacity and Efficiency of the plant

Solution:

The production Manager fixed some of the old machines tocomplement what one of the bottlenecks did, thus increasing

the capacity

More Workers: One foreman for each location all the time.

Increasing the Efficiency: Mixing and Matching orders bypriority to process more parts, increasing efficiency by 10%.

Problem No. 2

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3o"er4nventory More

Bott&enecks

evea&ed

Problem No. 3

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What actually had happened was a result of some old thinking.Working non-bottlenecks to maximum capacity on bottleneckparts had caused the problem. All parts were stacked up in frontof the bottlenecks and others were awaiting non-bottleneck parts

for final assembly.

.here needs to !e !a&ance

.he red and +reen ta+s need to !e modied

Observation

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Solution

Schedule for the bottleneck parts can bemade in order to decide when they should bereleased, leading to alleviation of any excessinventory

For non-bottlenecks: Out of the data for thebottleneck parts to the final assembly, non-

bottleneck parts can be predicted.

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Conc&usion

ee( !ott&eneck runnin+ su!ject the rest to the !ott&eneck

Batch si8es: 3on+ on !ott&eneck short e&se"here

9ive ste(s o) !ott&eneck mana+ement

4denti)y the systems !ott&enecks

;ecide ho" to e

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Thank You