Final conclusion

The conclusions about our literature question is based on Section 2.5.1 and 2.5.2 and the knowledge that we already had. In this Section, we describe the result of the previous paragraphs to give an answer to our literature question:

“Which tools and methods are used for a successful TOC implementation and can be used to combine with Dettmer’s model? ”

This literature question (which is also our first research question), is answered by making an own model that is going to be used in the rest of this research. Like addressed before, our model is essentially based on Dettmer’s model. In Section 2.4, we described the useful and the less useful tools and techniques from Dettmer’s model. In addition to this, in Section 2.5.1, we found some useful TOC tools that can be added to Dettmer’s model. Eventually, in Section 2.5.2, we looked at barriers/strengths/weaknesses of both TOC and Lean, which we should pay attention to during every step. In all the sections we drew a conclusion that matches the first three TOC steps. Underneath, we repeat those conclusions. After that, we combine them to come to our final model.

Tools that were interesting from Dettmer’s model are:

1: identify 2: exploit (CCR focus) 3: subordinate (Non-CCR

focus)

VSM Kanban (visual management) Kanban pull

/”Rope” principle of DBR Process mapping “drum”-principle of DBR “Buffer”-principle of DBR

Cell layout Poka-Yoke 5S

Capacity determination Kaizen Kaizen (visual management)

SMED SMED

Tools that were interesting from the TOC literature are:

1: identify 2: exploit (CCR focus) 3: subordinate (Non-CCR

focus)

Constraint identification methods

Base choices on the key measures

Create flow Throughput Accounting (for

CCR identification)

Current reality tree Visualize how the constraint is performing for everybody Let other resources help the constraint

Things to pay attention to, to prevent us from falling for common barriers and to maximize the results of the good aspects of both of the philosophies are:

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1: identify 2: exploit (CCR focus) 3: subordinate (Non-CCR

focus)

Including workers to create more dedication

Lean tools achieve rapid successes through small improvement

Lean tools achieve rapid successes through small improvement

Keeping stakeholders up to date (workers + mentor + management)

Involve all the different kind of stakeholders (from workshop workers to management)

Involve all the different kind of stakeholders (from workshop workers to management)

Use constraint identification methods

For the identification phase, we can use VSM, Process mapping and Cell layout and capacity determination from Dettmer’s model. In addition to this, we found the constraint identification methods that can be used in the first TOC step and Throughput Accounting. Throughput accounting has a lot of overlap with capacity determination (but is a bit broader), so these will be taken together and replace the fourth constraint identification method that focusses on machine utilization.

Things to pay extra attention to are: including the workers to keep them dedicated and keep all the other stakeholders up to date all the time.

For the exploitation phase, we can use Kanban (visual management), the Drum-principle, Poka- Yoke, Kaizen and SMED. In addition to this we found the three main measures to check your improvements on: increasing throughput, decreasing inventory or decreasing operational expenses. In this step it is also very useful to use current reality tree analysis to find root causes and solutions for the constraint.

Things we pay extra attention to are the use of lean tools that were mentioned earlier to achieve rapid successes through small improvements. This is also why we will focus on the quick, easy, and small improvements in this step. In this step we also have to involve all the different kinds of stakeholders.

For the subordination phase, we can use Kanban-pull/the rope-principle, the buffer-principle, 5S, Kaizen and SMED. We didn’t find really new tools or methods in our literature research, but possibilities are to use visual management or to let other non-constraint resources help the

constraint resource.

Things we pay extra attention to are the same as with the second TOC step: use of lean tools that were mentioned earlier to achieve rapid succession through small improvements involving all the different kind of stakeholders.

35 We take all this information together and finalize this chapter by making our own final conceptual model. The conceptual model (Figure 5) is a result form things that we knew and from literature research and tries to give an answer to our knowledge question on how to combine lean and TOC. This model is used as an outline for the rest of this project.

36 Figure 5 Model for successfully implementing TOC in combination with lean

Identify

•Value stream mapping (VSM) •VSM analysis

•Process mapping and cell layout

•Constraint identification methods (Section 2.4.2). •constraint identification methods

(including Throughput Accounting)

Exploit

•Kanban (Visual management) •DBR (focus on the drum: the CCR) •Poka-Yoke (CCR focus)

•Kaizen (CCR focus) •7 wastes (TIMWOOD) •SMED (CCR-focus)

•the three measurements to check your solutions •Current reality tree

Subordinate

•Kanban Pull

•DBR (focus on the Buffer and the Rope: "creating flow") •5S

•SMED (non-CCR focus) •Visual management •Kaizen (non-CCR)

Elevate and

go back

•In this step a conclusion is drawn about the research. No further steps are required. Other recommendations that were found throughout the project will also be posed.

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