...Bottleneck Process Week Three Gamal Gilchrist University of Phoenix OPS/571 April 16, 2012 Improving and developing processes is to identify and address the bottlenecks that can happen inside that process. A bottleneck is any point in a process that the flow slows down and delays process completion. As technology vastly continues to improve bottlenecks will be addressed but there is always another bottleneck, just as Goldratt stipulates (Chase, Jacobs, & Aquilano, 2006). To simplify my driving to work process and improve apron it, it’s vital to identify and take care of the bottlenecks that can mess up the process of getting to work on time. The data collected from the process identified in week, One I recognized two bottlenecks in driving to work. The first bottleneck that usually affects my everyday driving to work are the traffic lights that I run into sometimes on my way to work. Sometimes I would catch back to back red lights and this would impede my process to work. To elude this bottleneck, I leave the house early enough to make sure I have ample time to get to work on time even if I get stuck at a light or two. Four days ago, another bottleneck I ran into which affected my drive to work was a car accident on the highway. The highway backed up bumper to bumper, which made driving very slow. I finally arrived at work 15 minutes later than my standard arrival time. This was a major and rare bottleneck I faced. Still, I got to work on time...
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...the whole system will be inefficient. However, in my point of view, Alex Rojo still manages his plant more like a batch process, since his plant take moderate volume orders. Each batch moves from one work center to another work center. The employment and the equipment used are flexbile. In particularly, when Alex Rogo recognizes the bottleneck from the NCX-10 machine, he assigns more mechanics from other work centers to operate that NCX-10. He also takes advantage of old machines with the same function of NCX-10 in order increase the capacity at the bottleneck. In my opinion, Alex Rogo’s plant has two competitive advantages, which are quality and innovation. Alex Rogo’s plant focuses on the quality of the products they deliver. In particular, they operate the quality control in some of their work centers. When they figure out that the NCX- 10 is causing a bottleneck to the whole system, they realize that they need to increase the capacity there. Thus, they want to decrease the amount of defective outputs at the bottlenecks. In order to make that happen, they set up quality control inspection points to examine parts that are going to the bottlenecks....
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...Bottlenecks in a Process Kim Johnson OPS/571 February 4, 2013 Trina Greer, PhD Bottlenecks in a Process Bottleneck is defined “as any resource whose capacity is less than the demand placed upon it” (Chase, Jacobs, Aquialino, 2006, p. 725. This paper addresses how a bottleneck can hinder driving time and Goldratt’s theory of contracts to identify and overcome process bottlenecks. In week one the process I choose was spending less time driving to work. It takes approximately 43 minutes to drive 33.95 miles one way with no traffic. In order to get to work on time every day I have to get up at 7:15 a.m. to get to work by 9:00 a.m. It is imperative that I leave at least one hour earlier because of the various traffic conditions. The bottlenecks that could daily are accidents, stalled vehicles in or at the tunnel, road work, weather conditions, or large volumes of traffic that simply cause traffic to move at a much slower pace. Goldratt’s theory of constraints has a five focusing step approach to a process. 1. “Identify the system constraints - (distance and time) 2. Decide how to exploit the system constraints - (distance means moving closer to home which in turn will cut down on the time it takes to drive to work) 3. Subordinate everything else to that decision - (this means additional time is spent waiting for traffic jams, weather conditions, and road work) 4. Elevate the system constraints - (in this case the only way to elevate the constraints...
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...Bottlenecks in my daily commute to work The purpose of this paper is to describe how to identify, describe, and discuss the bottlenecks in my daily driving to work routine. To identify the bottlenecks or constraints (potential delays or slowing down in the process), I used the Goldratt’s theory of constraints to help me identify and overcome the process bottlenecks. After applying the Goldratt’s theory of constraints to my driving routes, I could identify that there were two major constraints that slowed down the process of my driving to work in each route. The first constraint is the time I leave home and the second constraint is the time I spend sitting in traffic in each of these three different possible routes to work. I evaluated the three possible routes that I can take to my work and monitored the time I leave home each day. I identified that Route 1 offered the slowest process in my driving to work that caused me to be late at work assuming my standard time to leave home is around 8.45 a.m. Route 2 or Route 3 almost took the same time, except that route 2 had larger uncertainty as if Route 1 slowed down, it definitely had impact on Route 2 as both routes had traffic from 101 freeway merging in. Despite, Route 3 is limited to 35 miles per hour speed and traffic lights; it seems to be more reliable and can anticipate slowdown only in one junction. Any time I left earlier than 8.45 a.m., or around the same time, it did not take much fluctuation in the time...
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...Bottlenecks in My Moring OPS/571 Professor September 26, 2011 The purpose of this paper is to describe how to identify, describe and discuss the bottlenecks in my morning routine. In order to do this I had to use the Goldratt’s theory of constraints to help me identify and overcome the process bottlenecks. In order for me to overcome and improve my daily routine, I had to identify the slowest process of my morning routine. After applying the Goldratt’s theory of constraints to my morning routine I was able to identify two major constraints the slowed down the process of my morning routine. The first constraint that I was able to identify depended on the route I chose to take each morning which determined rather or not I would arrive to work or not. The second constraint in my morning routine was the amount of time I would spend sitting in traffic once I would exit the turnpike. The first constraint could be identified by the route that I would take in the morning which determined weither or not I made it to work on time. After evaluating the two routes I was able to identify that Route 1 offered the slowest process in my morning routine which caused me to be late for work both morning that I took this route. Route 2 was identified as the route that was most effective in my morning route. Route 2 allowed me the opportunity to speed up the process of my morning routine. The bottle neck that was identified as the amount of traffic that I would have to drive...
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...“The Goal: A Process of Ongoing Improvement”, tells a story about Alex Rogo going through hard times, in both his work life and personal life. Alex Rogo is the manager of UniCo a manufacturing plant operating inefficiently and unprofitable. His boss, Mr. Peach, gave him an ultimatum to keep the business running and profitable within three month time span (Goldratt & Cox, 2004, p. 6). The most important issues Mr. Rogo faces in the manufacturing plant are internal constraints. The constraints Mr. Rogo faces are his disengagement in the plants performance and knowledge, inventory, robots working under their capacity resulting in late fulfilled orders. Six Sigma can alleviate the constraints and make the plant efficient and profitable. A plan applying this technique will be explained to make UniCo efficient and profitable. The ideology of every business is to make money. Mr. Rogo’s manufacturing plant is not the exception. Mr. Rogo’s unawareness of the level of efficiency in the plant was projected to the employees resulting in not understanding the direction and the goal of the company. In addition, management was unable to understand and identify constraints in the process due to inadequate reporting. These led to find issues such as constraints in bottlenecks, traditional ways of computing profit, and the relationship between human labor capacity and robots (machine) time. The inventory and materials is another constraint identified in the plant. The plant...
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...contract agreements to go to settlement in the specified time. Throughput are the number of contracts for the lease of properties that have completed, settled, and funded. Inventory comprises of available rental properties that have been listed with the company, as well as landlords that are represented by agents of the company. Operating expenses include costs associated with the listing or showing of rental properties, such as open houses, advertising costs, and transportation of prospective tenants to the property. The bottleneck is the landlord’s approval and acceptance of the terms of the contract. This will be discussed in more detail in the five steps below. 1) Identify the system’s bottlenecks. Typically the landlord will want to maximize profit by listing the property for as much as possible. Regardless of the listing price being inline with the market area, or being overpriced, lease offers will often be less than the asking price. With lease offers from more than one prospective tenants require more time in their decision of which tenant to select. Furthermore in addition to the varying lease prices of tenants, contracts may have other requirements from the tenant that require the attention of the landlord for consideration. Such requirements may relate to who is responsible for utilities, taxes, etc. Although the prospective tenant may be a bottleneck, landlords are the more severe bottleneck, as it is...
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...Q: Know the difference between hash, symmetric and asymmetric encryption Hash is one-time encryption, symmetric is same key on both sides Q: Know what the TPM chip is and does Holds keys (bitlocker) and helps with encryption Q: Know what policy controls password characteristics for local user accounts Password Policy Q: Know the auditing process is and does Records changes to the file Q: Know what Windows Defender, Windows Firewall, BitLocker Drive Encryption, and Windows Update is and does Defends from malware, prevent intrusions, encrypts hard drive, updates windows Q: Know what the most basic level of data security in Windows 7 is NTFS file permissions Q: Know what the audit privilege use tracks Every time a user elevates privilege level Q: Know what a bottleneck is and what a processor, memory, network, and disk bottlenecks are So many commands; processor can’t keep up, not enough memory, transferring a large thing over internet, hard drive flatline Q: Know what the features, Windows SuperFetch, Low-priority I/O, Windows ReadyBoost, and Windows ReadyDrive Acts as cache on hard drive, Low priority programs, USB drive acts as virtual hard drive, acts as drive hybrid (flash) Q: Know what a VPN does Secure connection between 2 points Q: Know which browser is open source and built by a non-profit organization FireFox Q: Know in regards to a resolution written 1024x768, what unit are those numbers referring to pixels Q: Know what locations...
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... Which of the following statement is correct? a. Make-to-order systems are better than make-to-stock systems. b. Make-to-stock systems are better than make-to-order systems. c. Hybrid systems are perfect and better than both MTO and MTS systems. d. Hybrid systems are worse than both MTO and MTS systems. e. None of the above e): It is hard to tell which one is better between MTO and MTS. Each has its pros and cons. The answer really depends on the settings, i.e. customer demands and operating cost. 2. According to Little’s Law, a restaurant owner may increase the revenue by a. reducing the throughput rate b. having larger space and higher WIP c. having smaller space and lower WIP d. increasing the time customers staying in the restaurant e. None of the above b): The manager actually wants to increase the Flow Rate (Throughput Rate). 3. To improve the utilization rate, we can I: Cross-train the workers II: Adopt flexibility equipment III: Shift from MTS systems to MTO systems Choose the most appropriate. a. I b. II c. III d. I and II e. I, II, and III d): MTO and MTS have nothing to do with the utilization, since utilization is a concept for AVERAGE. Cross-trained workers and flexible equipment belong to the same concept—convertible resource, which can improve utilization. 4. Comparing make-to-order systems and make-to-stock systems, which of the following statement is false? ...
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...Suggestion for the Improvement for the Bearington Plant In Goldratt’s novel, the Bearington plant experiences numerous problems. Alex Rogo chooses to solve these problems using the Theory of Constraints (TOC) by the instructions of Jonah. Under the strong cohesions and efforts by Alex and his team, the Bearington Plant eventually turns out to be profitable. However, the Theory of Constraints only functions well for a short-term strategy and pays inattention to non-bottlenecks; in the long run, it will prevent the plant from ongoing improvement. Thus, I suggest applying the Balanced Scorecard to the management of Bearington Plant to help improve the overall business success. Balanced Scorecard is a strategic performance management tool that helps to align and monitor the business activities with the objectives. It has four perspectives: financial, customer, internal business process and learning and growth. Through the novel, I think the four perspectives are all necessary to implement and drive a sustainable development for Bearington. First, I would argue that the complete financial measure is indispensible. The plant makes profits by reducing the inventories and increasing the sales, but the cost of parts rises according to the financial report, which gives a red signal to Alex and his team. Through the novel, it is obvious that the current cost accounting system has some limitations and the allocation of costs has some distortions. Thus, the cost measurement remains...
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...production systems that are used by the likes of Pepsi, Kellogg’s and Kraft Foods-everywhere we witness the elegance, complexity and effectiveness possible only with the help of computers. These systems operate using the Von Neumann Architecture. The Von Neumann Architecture and Importance The von Neumann architecture is a design model for a stored-program digital computer that uses a processing unit and a single separate storage structure to hold both instructions and data. The instructions are executed sequentially which is a slow process. One shared memory for instructions and data with one data bus and one address bus between processor and memory. Commands and data have to be fetched in sequential order (known as the Von Neumann Bottleneck), limiting the operation bandwidth. Its design is simpler than that of the Harvard architecture. It is mostly used to interface to external memory. Neumann architecture computers are called control flow computers because instructions are executed sequentially as controlled by a program counter. To increase the speed, parallel processing of computers have been developed in which serial CPU’s are connected in parallel to solve a problem. Even in parallel computers, the rudimentary structure blocks are Neumann processors. It is named after mathematician and...
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...Book Reviews: The Goal by Eliyahu Goldratt and Jeff Cox This book has been widely read by semiconductor manufacturing personnel since it was first published in 1984. It accurately describes the behavior of manufacturing facilities, including such fundamental concepts as bottlenecks, constraints, and the impact of variability. One reason why it has been so broadly read is that it frames these concepts in the guise of a novel. This makes the ideas easy to read and digest. The premise is that Alex, a factory manager, is given an ultimatum -- dramatically improve the performance of his factory in three months, or the facility will be shut down. Believing that traditional improvement strategies will never make enough difference in such a short time, Alex must resort to more desperate measures. He tracks down an old professor, now working as a consultant, and begs for advice. The advice of this consultant, Jonah, sets Alex and his team, on a journey. Instead of just giving them the answers, Jonah asks them questions, and refuses to give more help until each question has been answered. As Alex learns through this process, so does the reader. Some of the lessons of the book include the following. When you are productive you are accomplishing something in terms of your goals. Every action that brings a company closer to its goal is productive. The goal of a manufacturing organization is to make money. | Because of variability, a factory cannot be run at 100% of capacity. Or, as...
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...system to take te bottleneck effect into play. Usually disk fragmentation is one of the most overlooked but common problems of a slow system, and even with a brand new, fast system, a fragmented disk drive can make it extremely slow. It will become most noticeable when loading large files like movies, not even moving them, just streaming from you rhard drive can cause your system to have performance issues. Some database files may be large in file size as well and can be seen as aproblem with a fragmented disk. Over time with using the large files you will see a performance degradation cause by disk fragmentation. When a hard drive is formatted into sectors, each e=sector is assigned 512 bytes of data, which then whichever file system you are running will depend on how these sectors are grouped into clusters. A cluster is the smallest unit of space to hold a single file, and on NTFS disks, the cluster size depends on the overall size of the hard drive. When the system has a brand new hard drive and you save a file onto it, the adjacent clusters are free of space and those spaces are filled in order respectively, which makes it easier on the hard drive to access these clusters to retrieve the file, and the mechanical components work more efficiently and improve the life of the overall hard drive. Over time with deleting and saving different files, th files that are saved to the drive ge allocated to save in different physical locations which require the drive to jump from end...
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...they should check that gave me an idea to prepare this document and publish across. Disk Related Counters: Object Name: Physical Disk Counters: Current Queue Length: Sustained high queue for a period of time means that the IO subsystem has a problem. Average Queue Length: If the Average Queue Length for the disk is high more than 2. Then this indicates a potential IO subsystem problem. This would also make the disk sec/read and disk sec/write high. Disk Sec/Read: This counter should measure not more than 15ms in normal situation. Continuous values of more than 20ms indicate that the disks have a problem. Under these conditions, consider the following Move the files to additional drives. Check for proper indexing on the tables. Check for the CPU and memory counters to find any other potential bottlenecks. Disk Sec/Writes: This counter should measure not more than 15ms in normal situation. Continuous values of more than 20ms indicate that the disks have a problem. Under these conditions, consider the following Move the files to additional drives. Check for proper indexing on the tables. Check for the CPU and memory counters to find any other potential bottlenecks. Placing transactional log files in separate drives to remove additional pressure on the drives Memory/Cache: Object Name: Memory: Counters: Page Faults/Sec: Page faults occur when the page that is not requested is not found in the memory. There are 2 types of page faults. Hard page faults and...
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...ISCOM 471 Week 5 indvl The two vital aspects of the supply chain management process is planning and controlling, which aids in bearing in mind the inputs, as well as taking the management process into account. It establishes the accomplishment of goals and outputs, the inputs consideration, the inputs involvements, as well as the process of planning. A variety of actions are involved during planning, such as the accomplishment of goals, the inputs consideration, and the inputs involvement. Controlling attains the process of corrective actions, as well as corrective measures. This assists with accomplishing the appropriate output. Planning entails evaluating and determining input productions. Inputs transpires from the accomplishments and wants of individuals to accomplish goals and inputs, equipments, machinery, techniques and tools, manpower, and labor. The primary forecasting techniques that Michael E. DeBakey Veteran Affairs Hospital (VA Hospital) utilizes differs with the constant processes of evaluating, implementing, building, and the endless enhancements that are made in all forecast models that are consistent throughout the organization. The VA Hospital has a focus on utilizing forecasting methods that promptly has information that is accessible, has the ability to be executed in house, simple to comprehend, as well as rational. There are four forecasting techniques that are used throughout the VA Hospital, and will mirror how every element benefits the organization’s...
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