Transcript
Goldratt Group (Southern Africa) © 2004
Heuristic Flow © 2008
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TOC Operations:
Daily Tactical Ops Room
(Examples are for a Mining environment)
The Theory of Constraints approach to
Operational Excellence
These Slides have been prepared and presented by Arrievan Niekerk and form part of a series of presentations
that were developed over several years. They represent a personal view of the subjects and are not to be
interpreted as official documents of any kind.
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TOC in Context
Suppliers PurchasingOwn
ProcessesDistribution
ChannelMarket
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Creating the desired
Management Culture
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Holistic Approach: Current Reality
• Measurements can help us to align the parts, but it often do not
• Over time, the parts develop measures that they believe are good for the whole, but in reality they are not fully aligned
• We want all the parts to contribute to the whole
• The parts must always do what is good for the whole, NOT what is good for the parts
• Look for the harmony (music) of the whole
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We Need to Find a Way to Make the
Performance of the Bottleneck, the
Status of the Buffers and the Alignment
of the System Visible to All
By creating visibility, we can ensure that everybody is aligned with the bigger
picture and no actions will have a negative impact on the bottleneck‟s performance
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Fluctuation in Complex Operations
Fluctuation exists not only in terms of volume but also in terms of Chemistry,
Physical properties like size distribution, morphological properties, etc
P
A B C
G H I
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Stabilising and Enhancing a Complex
EnvironmentBy having a key focal point and building protection into the system by managed buffers,
the system‟s reliability, predictability and holistic performance are enhanced significantly.
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G H I
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The TOC Process of Continuous
Improvement
1. IDENTIFY the system‟s Constraint(s)
2. Decide how to EXPLOIT (Maximise) the system‟s
constraints
3. SUBORDINATE (Align) everything else to the above decisions
4. ELEVATE the system‟s constraint(s)
5. If the constraint was broken, go back to step 1.
Do not allow INERTIA to become the system‟s constraint
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Tactical Ops Room
Creating Visibility and Focus: Managing the tactical operation as a holistic system
Based on the concept of a Common Relevant Operational Picture
The Daily Check-in meeting that is built on openness, honesty, team work and good decision making
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How are we doing this as a team? What is the music like?
SAFETY
Generic “Model” for Ops Room
DevelopOpening Up
HoistTramStopeEquip PlantOre
Body /
Raw
Material
Product
Ore
Pass
BoxesPay
Equipped
Panels
Pay
Face
Length
Plant
Stock
Pile
Flowing
OUT
Flowing
IN
PEOPLE Material UtilitiesEquipment Services
Total Subordination to the CORE PROCESS
Quality Quality
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PURPOSE of Ops Room THE WHAT:
• The Primary reason for the existence of the Ops Room is to facilitate the optimization of the process flow through identified bottlenecks in the system
THE HOW:
• This is achieved within a system that fully supports the flow and it is done through the desired behaviour of people
• It has to take place in a culture of openness and good visibility
THE OUTCOME:
• The outcome of the ops room process is to have significant increase in the operational output of the system as a whole and to create an environment for consistency and the sustainability of that output
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Heuristic Flow © 2008
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Three Objectives in One
• Focus on the flow of the system as a whole
– Manage the flow, through the constraints
– Get the job done
• Status of the system to support the value chain
– Buffering the flow and supply of all requirements
– Protective Capacity (flexibility)
• Human alignment with purpose
– Doing the right things in the right way
– The spirit or vibe of the system
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TEAM BEHAVIOUR
Dialogue, Spirit, Vibe, Care, Openness
Learning together as a team
Ops Room: Three Goals in One
SUBORDINATION
Buffering and Protective capacity
System alignment of all functions
FLOW
Constraint Rate
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The Ops Room meeting is
• A high impact (energy) opportunity
• Focused on solution (share) and outcome
• A place where improvement is generated
• A „how do I help you‟ opportunity
• A place where you come to listen first
• A place of understanding the big picture
• A place where good decisions are made
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TEAM BEHAVIOUR
Dialogue, Spirit, Vibe, Care, Openness
Learning together as a team
Ops Room: Three Goals in One
SUBORDINATION
Buffering and Protective capacity
System alignment of all functions
FLOW
Constraint Rate
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Ops Room: Culture of Excellence
TEAM BEHAVIOUR
Dialogue, Spirit, Vibe, Care, Openness
Learning together as a team
SUBORDINATIONBuffering and Protective capacity
System alignment of all functions
FLOW
Constraint Rate
Getting daily, accurate, honest updating of the
reality of the primary Flow Chain
Talking about the problems, getting contributions form all attendants on what to do to
resolve the issues
Operate on the basis of open dialogue, mutual respect, team
learning and shared vision –develop pride in what we are
achieving together
Creating visibility of all the important measures
in a format of Green, Yellow & Red for clarity
Working with the flow model of the operation, establish
common understanding of the constraint‟s performance and status of the relevant buffers
Reflecting on progress, or why things are not coming right or what
else is needed to improve
Create a “Learning Laboratory” environment
first with skilled facilitators until the principles and
culture has been established
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Ore Handling
Ops Room Model Example
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Measurement RP Reference
Tons trammed
-Reef
-Waste
+2000 1700-
+500 350-
Time to clear tip
-Morning Shift
-Afternoon Shift
-Night Shift
-9h00 9h30+
-…… ……+
-…… ……+
Tramming functional team
- Morning Shift
- Afternoon Shift
- Night Shift
0 2+
0 2+
0 2+
Tip (station) box status
Time it caused a blockage
-Reef
-Waste
0 1hour+
0 1hour+
Stoping box status
No of boxes that caused starvation
- No of empty boxes 0 2+
Loco Utilisation
- No of times not pulling full span 0 3+
Rail Condition
-Derailments
-2 trains move towards one another
0 1+
0 1+
Infrastructure (Elect / Venti / Water
etc) (caused stoppage of logistics)
- No of times
-Total time delay
0 2+
0 1hour
Daily Report on Constraint (Example)
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It is not about what the
OPS Room is,
but about what it does!
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Operating Rules for a TOC Chain
• Run the constraint with military precision (on the clock, exactly)
• The buffers are there to protect the constraint from variations in the system – they must be adequate at all times Whenever the flow stops, it means the buffer ran out.
• Everybody must support and align with the needs of the constraints
• Without brutal honesty and clear visibility we will always be busy chasing our own tails
• Whenever the protective capacity of any subordinated resources falter, make it known!
D E FA B C
Protective Capacity
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Evaluating a TOC Implementation• Where is your bottleneck or core problem ? • Availability and utilisation levels of the bottleneck? Close to 90%?• The schedule of the constraint and how well it adheres to the
schedule (military precision) ?• Impact of starvation and blockage on the constraint less than
10%?• Fluctuation of the buffers that protect the constraint ?• Rules of subordination and how well are they adhered to,
especially by service departments ? • War room and explain how the win-win rules work in practice ? • Supervisory levels understand their roles in meeting the demands
of the constraint(s)? • Been able to eliminate the negative impact of the Core
Problem(s)?
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The 3 Elements of Meaningful work
Measurability
Recognition
Relevance
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Performance Management
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Performance Excellence
Conditions conducive to high
performance
Possess the required skills for high performance
Motivation and attitude
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