By Mark Frauenfelder
In quantity 17, MAKE journal is going rather old style with a distinct part on steampunk, that includes initiatives that mix Victorian period expertise with the leading edge. construct your individual marble including laptop or geared candleholder, and make track with a random tune generator. MAKE is still a pacesetter within the tech DIY circulation as a result of its uncanny intuition to nail the interest, energy, and fervour of the becoming neighborhood of Makers -- DIY fanatics, hobbyist engineers/designers, etc. for those who prefer to tweak, disassemble, recreate, and invent cool new makes use of for expertise, you are going to love MAKE, our project-based quarterly for the inquisitive do-it-yourselfer.
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Extra resources for Make: Technology on Your Time Volume 17
We’ll also talk about ways to capitalize on the excess capacity that DBR usually reveals in a production system. In the fourth part, we’ll discuss in more detail the concept of ThroughputBased Decision Support — the “safest” way to make operational decisions in an uncertain, complex environment. Finally, you’ll see how TOC fits in with Enterprise Resource Planning (ERP) and Supply Chain Management (SCM). We’ll also reinforce the importance of synchronizing production with marketing and sales. Learning Outcomes By the time we’re done, you’ll understand constraint theory and how it’s applied to manufacturing operations.
A for-profit company’s goal isn’t to satisfy its employees without limit, but the organization should recognize the need to achieve a certain level of employee satisfaction as one minimum requirement for achieving the goal. Constraint Management Assumption #2 The second assumption is that any system is more than just the sum of its parts. In this case, “more” doesn’t mean mathematically more. It means that the mathematical sum of the parts alone does not represent the success of the system. We discussed this in Chapter 1 when we said that the sum of the local optima (or local efficiencies) does not produce the system optimum (or best system-wide efficiency).
The world does not stand still. Every paradigm is a candidate for either improvement or obsolescence. Goldratt’s creation of traditional Drum-Buffer-Rope in the 1980s constituted a quantum leap forward in the management of production and inventory. S-DBR builds on that solid foundation with the first substantive refinements to the state-of-the-art in 10 years. You’ll find out how to use constraint management to balance — actually to manipulate — what seems to be a less controllable, more uncertain external demand for your products.