製造管理專題

The Theory of Constraints provides powerful tools for analyzing such complex networks based not on the individual links but on the linkages. The TOC Thinking Process finds the problem, creates breakthrough solutions, and plans the implementation of the solution. This course examines specific proven solutions developed by TOC and their application in a broad variety of management problems.

參考書目: 1. Goldratt’s Theory of Constraints: A System Approach to Continuous Improvement, H. William Dettmer, ASQC Quality Press, 1997, (800)248-1946,ISBN0-87389-370-0 2. The Race, Eliyahu M. Goldratt and Robert E. Fox, North River Press 1997, (800)486-2665,ISBN 088427-062-9 3. Shifting Information Out of the Data Ocean: The Haystack Syndrome, Eliyahu M. Goldratt , North River Press 1990, (800)486-2665,ISBN 088427-089-0 4. Regaining Competitiveness: Putting The Goal to Work, 2nd Edition, Mokshagundam L. Srikanth and Harold E. Cavallaro, Jr., Spectrum Publishing, (800)452-8998, ISBN 088427-106-4 5. Project Management in the Fast Lane: Applying the Theory of Constraints, Robert C. Newbold, St. Lucie Press1998, ISBN 1-57444-195-7 6. 7.Breaking the Constraints to World Class Performance, Bill Dettmer ,ASQ Quality Press 1998, (800)248-1946 Catalogue #H1003

10% 1. Perform the Dice Game (5%) and Job Shop Game (5%) as assigned in class and report your findings. 10% 2. Write a short report (2-5 pages) about your discoveries running the Self-Learning Kit (Production Simulator Models). 10% 2. Find (research) an article reporting a DBR success or failure and write a short (2-4pages) report supporting or challenging the article. 10% 3. Investigate and summarize the planning, execution and progress of a complete project. This effort may be on a project related to work or at an alternate location were some data are available. 15% 4. Reschedule an existing project using Critical Chain Project Management (single project approach) on a current project or in the planning of a future project. Report on the process, any impact, changes in attitude, performance measures (if possible). 20% 5. Create a three project multi-project schedule (actual or artificial) using Critical Chain project Management. Demonstrate proper scheduling of the Strategic Resource. Create a Status Report of your multi-project scheduling at some partially complete stage and include the correct buffer reports. 15% 6. Describe a distribution system an area related to your work environment. Report on the process and how the Replenishment Solution could be implemented to improve performance. Write a short report (2-5pages) about your discoveries running distribution simulation model. In graduate courses, participation is critical to the success of the class. Each student is expected to contribute thoughtful comment and question. Although participation is not a direct contributing factor in the course evaluation equation, it will be used against students who are not involved in the group learning process. The maximum deduction for non-participation will be 5%.

1. It’s Not Luck, Eliyahu M. Goldratt, North River Press 1997, (800) 486-2665, ISBN 088427-115-3 2. The Goal: A Process of ongoing Improvement,2nd Revised Edition, Eliyahu M. Goldratt, North River Press 1992, (800)486-2665, ISBN 088427-061-0 3. Critical Chain, Eliyahu M. Goldratt, North River press 1997, (800)486-2665, ISBN 0-88427-153-6 4. Necessary but not sufficiency, Eliyahu M. Goldratt, North River Press 2000, 5. Manufacturing at Warp Speed ---Optimizing Supply Chain Financial Performance,Eli Schragenheim and H. William Dettmer, The St. Lucie Press 2001.