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Manufacturing at warp speed : optimizing supply chain financial performance

Author: Eli Schragenheim; H William Dettmer
Publisher: Boca Raton, Fla. : St. Lucie Press ; Alexandria, Va. : APICS, 2001.
Series: St. Lucie Press/APICS series on constraints management.
Edition/Format:   Print book : EnglishView all editions and formats

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Document Type: Book
All Authors / Contributors: Eli Schragenheim; H William Dettmer
ISBN: 1574442937 9781574442939
OCLC Number: 46789852
Notes: "Includes Simplified Drum-Buffer-Rope."
Description: xxviii, 342 pages : illustrations ; 24 cm + 1 computer optical disc (4 3/4 in.).
Details: System requirements for computer disk: Windows 95, 98, or NT4.0; minimum 640x480 256 color display; 12 megabytes of free disk space; minimum 16 megabytes of RAM; recommended 32 megabytes of RAM.
Contents: Case Study: Reliable Manufacturing, Inc. --
What Are Our Requirements for a Solution? --
Part I Managing System Constraints --
1 Systems Thinking: The Foundation 13 --
System vs. Process --
Work Flow vs. the Organization Chart --
Suboptimization --
Local vs. System Optima --
Systems as Chains --
Manufacturing Chain --
Expanded Manufacturing Chain --
Eternal Constraint --
Importance of Knowing What the System Constraint Is --
2 Principles and Tools of the Theory of Constraints 23 --
Constraint Management Assumption --
Airplane Analogy --
"Nero Effect" --
Theory of Constraints Approach to System Management --
Five Focusing Steps --
TOC Perspective: A Summary --
Ramifications of the Five Focusing Steps --
3 Assessing System Success 39 --
Evaluating Operating Decisions: The Traditional Approach --
Evaluating Operating Decisions: The TOC Approach --
Relation of T, I, and OE to Traditional Business Measures of Merit --
What Should Our Priorities Be? --
T, I, and OE: An Example --
Throughput (Constraint) Accounting --
4 Constraint Management Tools 49 --
Types of Constraints --
Constraint Types: Examples --
Logical Thinking Process --
Critical Chain --
Drum-Buffer-Rope Production Scheduling --
Five Focusing Steps Revisited --
5 How Work Flows through a Manufacturing Process 59 --
"A" Flow --
"V" Flow --
"I" Flow --
"T" Flow --
Various Manufacturing Environments and Their Specific Problems --
Part II Traditional Drum-Buffer-Rope --
6 Applying Constraints Theory to Manufacturing Operations 73 --
Simple Production Organization --
Injections: Breaking Conflict --
Transfer Batches --
Future Reality Tree: Plant 120 --
Generic Manufacturing Conflict --
7 Traditional Drum-Buffer-Rope 99 --
What DBR Does --
What DBR Does Not Do --
Some Basic DBR Principles --
Guidelines for DBR Shop Floor Planning --
DBR Basic Concepts --
Control Conflict: Detail or No Detail? --
Buffers: Traditional DBR --
Preliminary Actions --
Control Conflict Revisited --
Managing Non-Constraints in a DBR Environment --
8 Traditional Buffer Management: The DBR Control Mechanism 123 --
Buffer Concept --
Buffer Management --
DBR Buffers: Three Zones --
Holes in a Buffer --
How a Hole in a Buffer Appears in the Master Production Schedule --
DBR Buffer Zones: A CCR Example --
Three Benefits of Buffer Management --
How to Realize the Benefits of Buffer Management --
Identifying an Emerging Constraint: An Example --
9 Drum-Buffer-Rope (DBR) and Manufacturing Resource Planning (MRP) 137 --
MRP Advantages --
MRP Disadvantages --
MRP Policies That Can Create Problems --
Overcoming MRP's Disadvantages --
MRP Lead Times and Queues --
Establishing the Rope --
Problems in DBR Implementation within MRP Systems --
DBR-Specific Software and Dynamic Buffers --
Part III Simplified Drum-Buffer-Rope --
10 Simplified Drum-Buffer Rope (S-DBR) 149 --
Difficulties in Applying Traditional DBR --
S-DBR: Simplified, Effective --
S-DBR: Basic Assumptions --
S-DBR: Operating Principles --
S-DBR: A Graphic Depiction --
Implementing Simplified DBR --
S-DBR Control --
S-DBR Problem Situations --
Traditional DBR and S-DBR: Which to Use When? --
11 Controlling Uncertainty and Variation: The S-DBR Approach 175 --
Buffers: A Quick Review --
Definition of Control --
Objectives of Red-Line Control (Buffer Management) --
How Red-Line Control Works --
Red-Line Control for Raw Materials --
Red-Line Control: Limitations --
Planned Load: An Important Control Information Source --
Rough-Cut Capacity as a Control Mechanism --
Control in S-DBR: A Summary --
Plant ADV200: An S-DBR Simulation --
12 Managing Excess Capacity 209 --
Excess Capacity: What Can We Do with It? --
Excess Capacity: Protection from What? --
Dilemma of Maintaining Excess Capacity --
Excess Capacity Conflict --
Effects of Various Policies on Actual Production Lead Time --
Excess Capacity: A New Way to Think abouts It --
Common Reasons Why Excess Capacity Remains Hidden --
Cost Mentality and Excess Capacity --
When is "Excess" Too Much? --
How to Prepare for Excess Capacity --
How to Expose Excess Capacity --
13 Throughput-Based Decision Support 225 --
Management's Problem --
Management's Challenge --
Traditional Global Measurements --
TOC Global Measurements --
Link between TOC and Traditional Global Financial Measurements --
How T, I, and OE Support Daily Decisions --
Calculating the Financial Impact --
Logic of Measurements --
How T, I, and OE Support Daily Decisions: Another Example --
Using T, I, and OE in Making Daily Decisions --
How to Load the CCR and Maximize T without Increasing OE and I --
Throughput-per-Constraint-Unit Rule: An Example --
When No CCR Exists: Decision Rules --
How Do Big Decisions Differ from Small Ones? --
How to Determine [Delta]T --
How to Determine [Delta]OE and [Delta]I --
TOC Decision Rule --
14 Drum-Buffer-Rope (DBR) and Enterprise Resource Planning (ERP) 245 --
Think "E," Manage "E": Management in the ERP Era --
Case Study: SMPRO, Inc. --
Problems Related to Information at SMPRO --
ERP Implementation: Basic Assumptions --
Second ERP Assumption --
Third ERP Assumption --
Why ERP? --
TOC Support in an ERP System --
Supply Chain Management --
Appendix A Dice Game --
Appendix B Management Interactive Case Study Simulator (MICSS).
Series Title: St. Lucie Press/APICS series on constraints management.
Responsibility: Eli Schragenheim, H. William Dettmer.


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