Teorie omezení v oblasti plánování a řízení slévárenské výroby

Abstract

Theory of Constraints impresses with its simplicity and logic of the successive steps. Furthermore, denies generally recognized fact that complex problems must also have complex solutions. Using the Theory of constraints can solve seemingly unsolvable problems easily. The magic of the Theory of constraints is in an unusual perspective on problems and solutions that surprise with its simplicity of using common sense. The main objective of thesis was to design a methodology for the application of tools Theory of constraints in the area of planning and scheduling in foundry production, allowing more efficient production process, resulting in increased throughput and increasing the competitiveness of the foundries. This global objective was specified by following sub- objectives: 1. Formulate the conditions for the effective application of the Theory of Constraints in the area of planning and scheduling in foundry production, define problems in this area and suggest ways of eliminating them. 2. Design a systematic process for identifying and increasing performance capacity bottlenecks in foundry production without having to invest in production equipment. 3. Verify the proposed methods in the form of case studies. The proposed methodology for the application of tools of the Theory of constraints in the area in planning and scheduling in foundry production reveals possible problems of today's foundries and offers solutions to eliminate them. In order to increase the performance of the entire production process, there is not necessary to hire more workers or invest in additional machinery, or spread in the new hall. This solution is very expensive. To improve performance foundry production is of the order of tens of percent with existing staff and existing machinery. Demonstrates procedures proposed by case study verifies and confirms these conclusion. In this particular case was the subject while keeping operational costs to a 10 % increase in output and profitability in just three months of acceptance of the recommended measures. Once will management and employees of absorb a new way of thinking and a new concept of production system, the contributions of implementation of Theory of constraints will be more considerable. Implementation of the Theory of Constraints to practise works so well and effectively, because it is focused not on improving the entire organization, but only to a place which is system "brake". Focusing on everything is synonymous with not focusing on anything.