Process Management - Quality, Time And The Theory Of Constraints - Pareto Presentation英文课件.ppt

Managing Bottlenecks Keep the bottleneck busy and subordinate all nonbottleneck operations to the bottleneck operations. Take actions to increase bottleneck efficiency and capacity – the objective is to increase throughput contribution minus the incremental costs of taking such actions. Cause-and-effect Diagrams The most frequently recurring and costly problems identified by the Pareto diagram are analyzed using cause-and-effect diagrams. A cause-and-effect diagram identifies potential causes of failures or defects. As a first step, Peoria analyzes the causes of the most frequently occurring failure, fuzzy and unclear copies. Cause-and-effect Diagrams Peoria identifies four major categories of potential causes of failure: Human factors Methods and design factors Machine-related factors Materials and components factors Cause-and-effect Diagrams Methods and design factors Human factors Machine-related factors Materials and components factors Multiple suppliers New operator Flawed part design Poor maintenance Relevant Costs Careful analysis of Peoria’s cause-and-effect diagram reveals that the frame of the copier is often mishandled as it travels from the suppliers’ warehouses to Peoria’s plant. Mishandling causes the dimensions of the frame to vary from specifications, resulting in fuzzy and unclear copies. Relevant Costs The team of engineers working to solve this problem offers two alternative solutions: Improve the inspection of the frames immediately upon delivery. Redesign and strengthen the frames and the containers used to transport them to better withstand mishandling during transportation. Relevant Costs What must management do to evaluate each alternative? Measure the total relevant costs and total relevant revenues. Additional Additional Inspection Cost Redesign Cost Difference $200,000 $230,000 $30,000 Peoria determines the fixed and variable cost component of each activity inv