An Application of Theory of Constraint on Production Control -- A Case Study of K Laser Technology Inc
|關鍵字:||限制理論;思考程序;準時交貨;問題改善;TOC;Thinking Process;On Time Delivery;Problem Improvement|
ABSTRACT In order to maintain the competitive advantage in the market, how to shorten the production time and ensure on time delivery are always the goals of this company, but unfortunately this company still receives complaints from its customer regarding delivery or long production time. As a matter of facts, this company has made much investments to build up production management system but still can not effectively improve the above mentioned problems. Therefore, we like to apply the TOC theory to diagnose the internal constrains of the organization and expect the TOC theory will succeed to improve the organization’s problems. Additionally, in the MTO factories the Production Control Department is in a key position to coordinate with Production Department and Sales Dept, however in this case study it is that found Production Control Department has not played appropriate role on coordination aspect, due to it has some problems which haven’t been solved yet till now. The author leads the Production controllers to follow the TOC thinking process to find out the internal constraints of Production Control Department, then they have a joint discussion to set up strategies for breaking the internal constraints and let the improvements to be worked out in this department. This study applies the TOC thinking process and is in accordance with the three steps (What to change? To what to change? How to cause the change? ) to analyze the core problem from UDEs, building the Evaporating Cloud and Future Reality Tree (FRT), setting the Intermediate Objectives for ensuring production schedule effect , then developing the improvement actions (Transition Tree) to achieve intermediate objective and further to solve the delivery delay problem. On the improvement aspect of production control problem, TOC procedure is applied to diagnose organization’s problem, it is found that its internal constraints are improper internal operation procedure and co-working system; through the future working objectives up to the development of action plan, Production Control Department may start from adjusting its internal operation co-working system, then proceed to production schedule management in order to achieve the production goals.