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Synchronous Manufacturing and Theory of Constraints - Notes | MGT 329, Study notes of Production and Operations Management

Material Type: Notes; Class: OPERATNS AND PRODUCTION MGT; Subject: Management; University: Idaho State University; Term: Unknown 1989;

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CHAPTER 18
SYNCHRONOUS MANUFACTURING AND THEORY OF
CONSTRIANTS
Review and Discussion Questions
1. State the global performance measurements and operational performance measurements and
briefly define each of them. How do these differ from traditional accounting measurements?
Global performance measurement:
Net profit—measurement in dollars
Return on investment—generally a percent of the investment
Cash flow—the amount of cash available for day to day operations. From an accounting
standpoint, deductions such as for depreciation are added back in since depreciation is not
really money spent
Operational measurement:
Throughput—the actual rate of sales generated by the system
Inventory—all the money invested in things that are intended to be sold. This includes
raw materials, equipment, etc., but at the cost price, less any depreciation (which is
operating expense).
Operating expense—money spent to convert inventory into throughput. This includes
direct and indirect labor, materials, depreciation, administrative costs, etc.
Traditional accounting methods work with such things as standard costs, allocation of
burdens (which may consist of indirect labor, administrative costs, insurance, taxes,
depreciation, etc.), and gross profits, net profits, cost centers, profit centers, all of which may
be based on standards and allocations. These may not have any basis in reality.
Many examples can be cited where traditional accounting forces wrong decisions. One
specific example that one of the authors has confronted is of a V. P. of manufacturing who is
terminating a very profitable product line, because on paper this product line is losing money.
Why? Because overhead is allocated based on the amount of direct labor and this product
line is almost all-direct labor, with very little equipment involved. His allocation of everyone
else’s burden creates a paper loss. Under these circumstances he would lose his annual bonus
and be rated down in his performance.
Other areas of accounting differences: inventory in traditional accounting is carried the same
as cost of goods sold, i.e., with all the labor and burdens included. In operational
measurement’s terminology, inventory is carried as the cost of the raw materials.
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CHAPTER 18

SYNCHRONOUS MANUFACTURING AND THEORY OF

CONSTRIANTS

Review and Discussion Questions

  1. State the global performance measurements and operational performance measurements and briefly define each of them. How do these differ from traditional accounting measurements? Global performance measurement:  Net profit—measurement in dollars  Return on investment—generally a percent of the investment  Cash flow—the amount of cash available for day to day operations. From an accounting standpoint, deductions such as for depreciation are added back in since depreciation is not really money spent Operational measurement:  Throughput—the actual rate of sales generated by the system  Inventory—all the money invested in things that are intended to be sold. This includes raw materials, equipment, etc., but at the cost price, less any depreciation (which is operating expense).  Operating expense—money spent to convert inventory into throughput. This includes direct and indirect labor, materials, depreciation, administrative costs, etc. Traditional accounting methods work with such things as standard costs, allocation of burdens (which may consist of indirect labor, administrative costs, insurance, taxes, depreciation, etc.), and gross profits, net profits, cost centers, profit centers, all of which may be based on standards and allocations. These may not have any basis in reality. Many examples can be cited where traditional accounting forces wrong decisions. One specific example that one of the authors has confronted is of a V. P. of manufacturing who is terminating a very profitable product line, because on paper this product line is losing money. Why? Because overhead is allocated based on the amount of direct labor and this product line is almost all-direct labor, with very little equipment involved. His allocation of everyone else’s burden creates a paper loss. Under these circumstances he would lose his annual bonus and be rated down in his performance. Other areas of accounting differences: inventory in traditional accounting is carried the same as cost of goods sold, i.e., with all the labor and burdens included. In operational measurement’s terminology, inventory is carried as the cost of the raw materials.

Synchronous Manufacturing and Theory of Constraints

  1. Discuss process batch and transfer batches. How might you determine what the sizes should be? Process batch size is the total number of units that are scheduled to be processed within the same setup. Larger process batches involve fewer setups and, therefore, have more output. The reverse is true for smaller process batches. Transfer batches refers to the movement of part of the process batch, rather than waiting for the entire job to be completed. A process batch of 1000, for example, can be transferred in ten batches of 100 each. Process batch and transfer batch sizes can be controlled from a bottleneck or capacity constrained resource.
  2. Compare and contrast JIT, MRP, and synchronized manufacturing, stating their main features, such as where each is or might be used, amounts of raw materials and work-in- process inventories, production lead times and cycle times, and methods for control. Question JIT MRP Synchronized Manufacturing Where used Continuous flow, make-to-stock Job shop, custom shop Job shop, custom shop WIP Very low Very high low Production cycle time Very short Very long Short Schedule flexibility Level production for min. of 30 days MRP frozen for 30 days, but variable in work centers Can be changed daily as needed Regard for capacity limits High. Tries to balance capacity Terrible. May start off o.k., but quickly becomes inaccurate Is founded on capacity limitations Labor skills Multi-skilled to help out other areas Specialized in own work area Same as MRP
  3. Compare the importance and relevance of quality control in JIT, MRP, and synchronous manufacturing. Quality control is extremely important at each workstation in JIT, JIT cannot tolerate poor quality since the result is loss of throughput. Therefore, each worker or workstation is responsible for ensuring that only high quality work passes through. Quality control in MRP is somewhat haphazardly applied. Defects can occur anywhere and full responsibility for quality does not lie within each workstation. Inspection points are placed within the system, generally with the placement decided by the algorithm “when the expected cost of bad quality output exceeds the cost of inspection, we will place an inspection point there.” Quality control in synchronous manufacturing is specifically decided based on importance. First, a bottleneck or CCR is identified as the constraint of the system. This critical resource

Synchronous Manufacturing and Theory of Constraints quality must be assured. Synchronous manufacturing treats inventory as a loan given to the manufacturing unit. Inventories are measured by raw materials cost. Buffer inventories are utilized to assure throughput. Overall, synchronous manufacturing discourages inventory if it serves no purpose. Inventory is measured in terms of dollar days with the goal of minimizing dollar days.

  1. Define process batch and transfer batch and their meaning in each of these applications: MRP, JIT and bottleneck or constrained resource logic. In an assembly line, process batch refers to the batch size associated with a production process. Theoretically, this batch size can be infinite. The transfer batch refers to the number of parts produced in a sequence. This may be as small as one. In MRP, process batch refers to the overall output of production process while transfer batch would be equal to the calculated requirements for a given time bucket. In JIT, the transfer batch size is preferably one. Process batches are infinite, as flexible production lines are capable of producing an entire product family with minimal setups. Process batch might be synonymous with the daily production quotas. In synchronous manufacturing, a process batch is of a size large enough to be processed in a particular length of time. Transfer batches refer to the movement of part of the process batch. This allows parts to be moved to succeeding workstations in the process. A transfer batch can be equal in size to a process batch but not larger.
  2. Discuss how a production system is scheduled using MRP logic, JIT logic, and synchronous manufacturing logic. In MRP, production is scheduled based on lead time requirements for a particular part of subassembly. Production dates for components are calculated based on lead times offset from delivery due dates. In JIT, production is controlled using a kanban or “visual record.” When work is completed at a downstream station, a move kanban is released and materials are transferred from the upstream station. Daily production schedules are determined based on a daily production quota. Smooth production schedules are sought to minimize disruptions to operations. In synchronous manufacturing, the production flows are controlled by the drum. The drum regulates the flow of materials throughout the entire system.
  3. Discuss the concept of “drum-buffer-rope.” The drum is a bottleneck. It is referred to as the drum because it strikes the beat that the rest of the system uses to function. The buffer is inventory that is provided (typically prior to the drum) to make sure that the drum always has something to do. Buffers are also used to make sure that throughput is maintained throughout the production system. The rope is upstream communication from the bottleneck so that prior workstations only produce the materials needed by the drum. This keeps WIP inventories from building up.
  4. From the standpoint of the scheduling process, how are resource limitations treated in an MRP application and how are they treated in a synchronous manufacturing application? With MRP, requirements are exploded using MRP logic. Planned order release schedules are calculated by the system. Capacity requirements planning (CRP) provides feasibility check of these schedules. CRP matches planned production with actual capacity to ensure that schedules can be met, synchronous manufacturing paces the entire production process by the bottlenecks. Therefore, if additional (less) capacity is needed, capacity is added (restricted) at

Chapter 18 the bottlenecks. In this way the flow is controlled at each bottleneck or CCR to bring the capacities in line.

  1. What are operations people’s primary complaints against the accounting procedures used in most firms? Explain how such procedures can cause poor decisions for the total company. The primary complaints against accounting departments have to do with the fact that accounting systems measure the wrong things, are inflexible and reward counterproductive or dysfunctional behavior. Accounting systems conform to rigid guidelines established by GAAP. As such, accounting data are often not useful for accomplishing the superordinate goals of the firm. An example is machine utilization. Machine utilization measures the proportion of time that a machine is in use. In an accounting sense, high machine utilization is preferable because it means that the investment in the machine is producing a return. From an operations point of view, this behavior results in high WIP inventory. Another example is quality. The generally accepted accounting definition of quality is that of conformance. However, manufacturing may desire to adopt a definition of quality that considers customer needs. Accounting would be unable to accept the latter definition as it is more difficult to quantify. The two alternative definitions of quality will reward different behavior within the firm.
  2. Most manufacturing firms try to balance capacity for their production sequences. Some believe that this is an invalid strategy. Explain why balancing capacity does not work. In synchronous manufacturing, balancing all capacities is viewed as a bad decision. If capacity is truly balanced, completion deadlines may not be met due to variability in processing times. A better strategy is to balance the flow of product through the system.
  3. Discuss why Transfer batches and process batches many times may not and should not be equal. Transfer batches may be equal to or smaller in size than process batches. Rather than wait for an entire batch to be finished, it may be preferable to release part of a batch to the next downstream workstation so that smooth product flow can be maintained. This will also result in lower levels of WIP inventory.