Overview Christopher Aitken Director: Elisabeth Umble, Ph.D. The purpose of this thesis is to introduce to the reader Critical Chain Project Management, which is the application of the Theory of Constraints (TOC) process to project management. Eli Goldratt describes the process in the book Critical Chain. Applying Critical Chain protocol will improve the projects due date performance and the quality of deliverables, whatever the project or circumstance. To prove these claims this document explores
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CRITICAL CHAIN METHOD Critical Chain Project Management (CCPM) is a methodology for planning, executing and managing projects in single and multi-project environments. Critical Chain Project Management was developed by Dr Eli Goldratt and was first introduced to the market in his Theory of Constraints book “Critical Chain” in 1997. It was developed in response to many projects being dogged by poor performance manifested in longer than expected durations, frequently missed deadlines, increased costs
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buffer sizes while providing sufficient protection against delays in project completion time. Ó 2004 Elsevier B.V. All rights reserved. Keywords: Project scheduling; Critical chain; Feeding buffers; Buffer sizing methods 1. Introduction In his 1997 book, Goldratt (1997) introduced the critical chain idea. It received considerable attention among practitioners as a means for resource scheduling in projects and several books, articles, and even software packages (ProChainÒ), have already appeared on the subject
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Week 1 * For which key organizational functions are tasks and responsibilities identified for all the steps of the generic product development process? marketing, design, manufacturing, other * A service process design flowchart is referred to as a service blueprint to emphasize what? The importance of process design * If an automotive service center has an issue with a car not being clean when returned to a customer, the poka-yoke corrective action might include what? An inspection
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CHAPTER 15 DETAILED SCHEDULING AND CONTROL PROCESSES IN SYNCHRONOUS ENVIRONMENTS WITH TOC Integrated Operations Management: A Supply Chain Perspective, 2nd ed., Hanna & Newman, Thomson/South-Western © 2007 1 INTRODUCTION • Asynchronous value-adding systems: allow separate value-adding activities to be scheduled independently • Bottleneck: any resource that has insufficient capacity to satisfy requirements • Synchronous value-adding systems: require that the timing of value-adding activities
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Constraint Management at UniCo: Analyzing “The Goal” as Fictional Case Study Abstract As a fictional case study, Eliyahu Goldratt’s novel about manufacturing, “The Goal: A Process of Ongoing Improvement,” presents a constraint-focused approach to production management. As a novel, the book does not emphasize the quantitative details of the plant improvements. However, a great amount of information about the plant is spread throughout the book. By collecting and analyzing this data, a concrete
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Theory of constraints (TOC) is about thinking in logical, systematic, or structured processes similar to the PDCA learning loop and also about analyzing cause and effect, verifying basic assumptions, exploring alternatives and process improvement. The goal of TOC is to maximize the efficiency of a process selectively at the most critical points (constraints) and thereby maximize profitability. The purpose of this paper is to provide a comprehensive descriptive study on applying “Theory of Constraint”
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...86 5.3 NATURE OF THE ‘GLOBAL GOAL’ VS LOCAL PERFORMANCE MEASUREMENT ........................87 5.3.1 The Global Goal .......................................................................................................................................87 5.3.2 Local Performance Measurement .............................................................................................................87 5.3.3 Conflicts Between Local Performance and the Global Goal ................................
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TOTAL QUALITY MANAGEMENT OF LA PRIMERA POLLO INCORPORATION (LPPI): A PROPOSAL Chapter 1. THE PROBLEM AND ITS BACKGROUND Introduction In such a competitive environment resulted from world globalization and liberalization, firms survive with much difficulty unless they create the competitive advantage over their competitors (Adam et al., 2001; Samson & Terziovski, 1999; Terziovski & Samson, 1999). With the increasing competitive, business survival pressure and the dynamic, changing customer-oriented
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CHAPTER 4.0 REVIEW OF LITERATURE 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 Quality – Has Many Definitions Evolution of Quality What Quality Gurus Have Said The Concept of Total Quality Management The Business Processes and Quality Vendor Quality Human Aspects of Quality World Class Manufacturing Bibliography Foot Notes 89 CHAPTER 4.0 REVIEW OF LITERATURE 4.1 QUALITY – HAS MANY DEFINITIONS: It is true that Quality has a number of definitions. 4.1.1 Oxford Advanced Learner‟s Dictionary72 defines
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