Week Three Individual Assignment - Goldratt's Theory of Constraints
Week Three Individual Assignment - Goldratt's Theory of Constraints
OPS/571 - Operations Management
August 11, 2012
Week Three Individual Assignment - Goldratt's Theory of Constraints
Bottlenecks slow down or hold back by creating an obstruction in the process. The review of measuring tools and metrics can clearly identify areas for improvement. After collecting data for the month of June the obvious bottleneck in the Nonconformance Corrective Action Report (NCAR) process was identified as the failure to investigate and provide an answer to the NCAR in a timely manner by the supervisor’s to whom these are assigned to.
Providing the NCAR initiators with a corrective and preventive action in a timely manner is always of concern. At Hubbell Caribe Limited, the NCAR process should take no longer than 10 working days. This 10-day period consists of the time between when a NCAR is generated until the initiator receives and approves a satisfactory response from the supervisor to whom the NCAR was assigned to.
During the month of June, NCARs were tracked to ensure a 10-day turnaround. Over 75% of the NCARs remained open after the 10-day allowance time. The reason: lack of answer provided by the supervisor assigned to. Without an answer, The Quality Control Department cannot state that an NCAR is completed and closed. This oftentimes leaves the initiator with no response. This bottleneck is a twofold. One: the supervisor assigned to does not provide a corrective/preventive action within the time specified. Two: the NCAR process also depends on the time it takes the initiator to verify and approve the answer for closure.
Goldratt applies the theory of constraints to situations like this. This theory consists of five processes that can be applied to everyday situations such as the one we defined. The "Theory of Constraints" (2012) tell us that the five processes are as follow:
• Achieve agreement on the problem
• Achieve agreement on the direction for a
OPS/571 - Operations Management
August 11, 2012
Week Three Individual Assignment - Goldratt's Theory of Constraints
Bottlenecks slow down or hold back by creating an obstruction in the process. The review of measuring tools and metrics can clearly identify areas for improvement. After collecting data for the month of June the obvious bottleneck in the Nonconformance Corrective Action Report (NCAR) process was identified as the failure to investigate and provide an answer to the NCAR in a timely manner by the supervisor’s to whom these are assigned to.
Providing the NCAR initiators with a corrective and preventive action in a timely manner is always of concern. At Hubbell Caribe Limited, the NCAR process should take no longer than 10 working days. This 10-day period consists of the time between when a NCAR is generated until the initiator receives and approves a satisfactory response from the supervisor to whom the NCAR was assigned to.
During the month of June, NCARs were tracked to ensure a 10-day turnaround. Over 75% of the NCARs remained open after the 10-day allowance time. The reason: lack of answer provided by the supervisor assigned to. Without an answer, The Quality Control Department cannot state that an NCAR is completed and closed. This oftentimes leaves the initiator with no response. This bottleneck is a twofold. One: the supervisor assigned to does not provide a corrective/preventive action within the time specified. Two: the NCAR process also depends on the time it takes the initiator to verify and approve the answer for closure.
Goldratt applies the theory of constraints to situations like this. This theory consists of five processes that can be applied to everyday situations such as the one we defined. The "Theory of Constraints" (2012) tell us that the five processes are as follow:
• Achieve agreement on the problem
• Achieve agreement on the direction for a