Constraint Management and Bottleneck of Sciendo Manufacturing Company

Constraint management and
bottleneck of sciendo
manufacturing company
• Team name : Goal diggers
• Prepared by:
• Robiul Alam Rana-1910083
• Md.jaber Hossain -1921908
• Abdus salam Titu-1810879
• MST Shazida Islam-1920225
• Mubdi sarwar chaum-1721672
• Zonayed hasan -1821181
Executive summary
 SCIENDO being a manufacturing company, where it focuses on building things
 raw materials like lime, sand and water and its required key machinery are includes silos, mixers, reactors,
autoclaves, and molding presses
 Our project is based on constraint management and bottleneck
 Constraint management is a systemic approach that focuses on actively managing constraints that are
impeding progress
 bottlenecks are key to improve productivity and profitability of their entire production system.
Case
 According to the Theory of Constraints by Goldratt system bottlenecks are key to improving productivity and
profitability of the entire production system.
 The paper includes a case study which shows six steps that allowing to specify not only the first bottleneck of
the system but to develop a comprehensive plan for removing bottlenecks.
 The first step taken in order to identify a bottleneck is the observation of the company's production
system and the actual measurement of cycle times in every production process.
 The second step is to examine what time is needed for each production unit to pass through each of the
previously identified processes based on the quantity of available production resources.
 The third step is important factors influencing the productivity of processes are production losses.
 The fourth step is mention that another unproductive loss affecting the identification of a bottleneck in the
production system is machine changeover time.
 The five step is another important step is to examine the extent of utilization of the operation time for each
resource.
 The last step is on the basis of the information in Step 5 it can be concluded which resources/processes
generate bottlenecks in the production system. It also shows the resulting type of cycle time components.
Analysis and
findings
 The Goal’ where he states that each Company
must have a bottleneck our system constraint or
else there would be no limit to how much the
company would grow and how much it can
produce.
 Theory of Constraints examples would include
Machine capacity, Sales saturation, Limited
demand, and Raw materials shortage.
 Goldratt defines a five-step process known
as the focusing five-step that can be used
to strengthen the weakest link, or links in a
company, the constraints
 SCIENDO being a manufacturing company, where it focuses on building things, most of its dealings are
with mostly raw materials like lime, sand and water
 Due to usually dealing with raw materials it has concluded through theory of constraints steps that its
overuse of production resources has led to issues in production capacity thus the production system is the
bottleneck.
Bottleneck steps
Identification of two sequence
The initial step is taken to recognize a bottleneck is the perception of the organization's creation framework
and the real estimation of process durations in each production cycle
Investigation of Unit Process
The plan of this progression is to analyze what time is required for every creation unit to pass through every one
of the recently recognized cycles dependent on the amount of accessible creation assets.
Investigation Process cycle time with reference to production
losses due to product quality
 significant variables impacting the efficiency of cycles really are production losses in a huge manner.
Because of perception of the broke down assembling measure, the principal sort of waste concerning item
quality by and large was recognized, which sort of is genuinely huge
Machine Change over Time
 Another unproductive loss influencing the bottleneck in the production framework essentially is machine
changeover time in a very huge manner
 The changeover time factor should really be considered as Step 4 to sort of empower the different proof of
creation framework requirements, indicating how the study of the researched fabricating measure generally
demonstrated that machine changeover happens on enhancement measure
Fig. 3. Process cycle times with reference to changeover time

Organization of working time for individual resources
Another significant advance is to analyze the degree of use of the activity time for each asset.
Analysis of the Structure of Process Cycle Time
 Following step 5, there were 3 key bottlenecks found in the production system in questionnaire. hardening,
product protection and moulding.
 Table presents a sequence of tasks that needs to be introduced to improve the production system studied
conclusion
 Identification of bottlenecks and their end significantly affect the effectiveness of the creation arrangement of
the organization
 This outcomes in a graphical introduction of the time structure of individual cycles, which permits you to make
determinations as to existing bottlenecks and the arrangement of moves to be made to kill them.
 This theory is all about the idea to improving the productivity and profitability of the entire production system in a
company.
Reference

Wieslaw Urban, P. R. (2018, September). The Case Study of Bottlenecks Identification for Practical
Implementation to the Theory of Constraints. Retrieved from ResearchGate.net: https://www.researchgate.net/
publication/328337894_The_Case_Study_of_Bottlenecks_Identifi
cation_for_Practical_Implementation_to_the_Theory_of_Constraints

https://masteringbusinessanalysis.com/mba082-addressing-bottlenecks-theory-constraints/

https://www.lean.org/common/display/?o=223

https://www.riverlogic.com/blog/eight-things-you-need-to-know-about-the-theory-of-constraints
Thank you

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Fig. 3. Process cycle times with reference to changeover time

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