8the Theory of Constraints ( N8)

Departemen Teknik Industri
TI6121
SISTEM PERENCANAAN &
PENGENDALIAN PRODUKSI
The Theory of Constraints (TOC):

Synchronized Manufacturing System(#8)
Abdul Hakim Halim

Laboratorium Sistem Produksi
Institut Teknologi Bandung
1
Pendahuluan(1)
• Eliyahu Goldratt, 1980
• Optimized production timetable
• Optimized production technology (OPT)
• Dealing with constraints: The theory of
constraints
• Synchronized manufacturing: seluruh
proses manufaktur bekerja bersama untuk
mencapai tujuan perusahaan
2
Pendahuluan(2)
• Kegiatan produksi merupakan rangkaian
proses yang terkait satu sama lain
• Setiap proses mempunyai kapasitas
masing-masing, dan ada satu proses yang
akan menentukan kapasitas keseluruhan
proses dalam menghasilkan throughput
3
Tujuan perusahaan(1)
• Tujuan: the goal of a firm is to make
money
• Tujuan?:
▪ providing jobs
▪ consuming raw material Bukan tujuan
▪ increasing sale (tidak menjamin
long-term survival
▪ increasing share of market perusahaan)
▪ developing technology
▪ producing high quality products
Tujuan vs. means

4
• Tujuan perusahaan (ukuran finansial):
▪ Net profit
▪ Return on investment
▪ Cash flow Sesuai dengan saat diperlukan
• Tujuan perusahaan (ukuran operasional):
▪ Throughput: the rate at which money is
generated thru sales
▪ Inventory: all the money that the system has
invested in purchasing things it intends to sell
▪ Operating expense:all the money that the
system spends in order to turn inventory into
throughput
5
• Tujuan Operasional:
▪ Meningkatkan throughput secara serentak
bersama-sama dengan mengurangi inventory
dan mengurangi operating expense
• Productivity: out put per labor hour
• Productivity : all the actions that bring a
company closer to its goal
6
Investment
Raw and
Revenue
material operating
expenses
Throughput = Revenue – Raw material
Net profit = Throughput – Operating expenses

Return on investment = Net profit/Investment
7
• Net sale : $100 million

• Cost of goods sold (COGS) : $90 million
• Total assets (including inventory):$70 million
• Inventory (book value) : $15 million
• Inventory (material value) : $10 million
• Material content of finished goods: 40% of
net sale, or 44.44% of COGS
• Annual cost to carry inventory : 20%/year
8
• Throughput = dollars generated thru sales

– material cost
= $100 – (0.40x$100)
= $60
• Operating expense = total COGS
– material cost
= $90 – (0.40x$100)
= $50
• Inventory = dollars invested in items
intended for sale
= $10
9
• Net profit = throughput – operating expense

= $60 - $50
= $10
• Return on assets = net profit/total assets
= $10/$70
= 14.29%
• Cash flow = available cash
= $10
10
Definisi(1)
• Capacity: the available time for production
• Balanced vs. unbalanced capacities:
▪ The capacities within the process sequence should
not be balanced to the same levels; rather,
attempts should be made to balance the flow of
products
▪ When flow is balanced, capacities could be
unbalanced
• Bottleneck resource (BR): any resource
whose capacity is less than the demand
placed upon it
• Non-bottleneck resource (NBR): any
resource whose capacity is greater than the
demand placed on it 11
Definisi(2)
• Capacity-constrained resource (CCR): one
whose utilization is close to capacity and
could be a bottleneck if it is not scheduled
carefully
• Setup time: the time that a part spends
waiting for a resource to be set up to work
on this part
• Process time: the time that a part is being
processed
• Queue time: the time that a part waits for
a resource while the resource is busy with
something else
12
Definisi(3)
• Wait time: the time that a part waits not
for a resource but for another part so that
they can be assembled together
• Idle time: the unused time, i.e., the cycle
time less the sum of the setup time,
processing, queue time and wait time
Wait Queue Setup Processing Idle
Work center Resource time
13
Definisi(4)
Work center Resource time
W Q S P
a. Bottleneck resource (BR)
W Q S P Idle
b. CCR
W Q S P I
c. Non-bottleneck resource (NBR)

14
Basic Manufacturing building block(1)

a. BR feeding NBR d. B and NB have independent markets
Market Market
b. NBR feeding BR Market
Market
c. Output B and NB assembled
BR
Market
Final NBR
assembly
15
Y X Y Y Output
15 menit 20 menit 10 menit 12 menit
4 unit/jam 3 unit/jam 6 unit/jam 5 unit/jam
Berapa jumlah unit output per jam? 3
16
X Y Market
300 units 300 units
(200 jam) (150 jam)
Utilisasi X: 200/200= 100%

Y: 150/200= 75%
Pilihan: Y bekerja 75% atau WIP (work in process) terjadi
17

Apakah dimungkinkan suatu sistem mempunyai lebih
dari 1 buah mesin bottleneck?
Y Y X Y X M
15 unit/jam 20 unit/jam 10 unit/jam 12 unit/jam 8 unit/jam (1)
15 unit/jam 20 unit/jam 10 unit/jam 12 unit/jam 10 unit/jam (2)
Kondisi 1: Berapa jumlah mesin bottleneck? 1 mesin

Kondisi 2: Berapa jumlah mesin bottleneck? 2 mesin
18
The theory of constraints(1)

Goldratt contends that systems are analogous to
chains, or networks of chains. Like a chain, the
system performance is limited by the weakest link.
This means that no matter how much effort you

put into improving the processes of a system,
only the improvements to the weakest link will
produce any detectable system improvement.
Throughput is limited by the weakest

link... the constraint!
B
A C
D
Five
Focusing
Steps
Thinking
Processes
Critical
Chain Drum
Buffer
Rope
5 Focusing steps(1)
1. Identify the Constraint
2. Exploit the Constraint
3. Subordinate everything
to the Constraint
Jalankan tindakan untuk memperbaiki

performansi sistem 4. Elevate the Constraint
Bila, pada langkah sebelumnya, constraint telah 5. Repeat for the new
diatasi atau constraint baru muncul, kembali ke Constraint
Langkah 1
5 Focusing steps(2)
• Misal diketahui proses produksi untuk
membuat produk P dan Q.
▪ Demand Produk P adalah 100 unit dan Produk
Q adalah 50 unit, dengan harga jual masing-
masing adalah Rp. 90 ribu dan Rp. 100 ribu
per unit.
▪ Untuk membuat kedua produk tersebut
diperlukan 3 jenis bahan mentah, yaitu RM1,
RM2 dan RM3, yang diproses pada 4 work
center, yaitu A, B, C dan D dengan kapasitas
masing-masing 2400 menit.
▪ Harga bahan mentah dan routings serta waktu
proses diperlihatkan pada gambar berikut:
23
5 Focusing steps(3)
24
5 Focusing steps(4)
Kapasitas yang diperlukan Kapasitas %

Resource
P Q Total tersedia Beban
A 1500 500 2000 2400 83
B 1500 1500 3000 2400 125
C 1500 250 1750 2400 73
D 1000 250 1250 2400 52
WC B merupakan constraint dalam sistem, yang terlihat

dari persentase beban yang besarnya paling tinggi
(bahkan di atas 100%)
25
5 Focusing steps(5)
Produk P Q
Harga jual (Rp. 1000) 90 100
Ongkos bahan (Rp. 1000) 45 40
Kontribusi (Rp. 1000) 45 60
Waktu WC B 15 30
Rasio Kontribusi/Waktu WC B 3 2
Maksimasi kontribusi penggunaan constraint resource

untuk mencapai tujuan (make money).
Eksploitasi WC B!! Maksimumkan return untuk setiap menit
penggunaan WC B.
Maksimumkan pembuatan produk P terlebih dulu, sebelum
membuat produk Q. 26
5 Focusing steps(6)
• Jadi, P = 100 unit (perlu 1500 menit), dan sisa
waktu untuk pembuatan produk Q, yaitu Q=30
(sisa 900 menit).
27
5 Focusing steps(7)
Langkah 3. Subordinasi part/resource lain untuk
mendukung Langkah 2.
Teknik DBR (drum-buffer-rope)
Langkah 4. Jalankan tindakan untuk memperbaiki

performansi sistem: setup reduction, preventive
maintenance dan sebagainya.
Bila misal demand produk P naik dari 100
menjadi 160 unit maka produk Q dibuat di
resource lain saja
28
5 Focusing steps(8)
Langkah 5. Bila, pada langkah sebelumnya,
constraint telah diatasi atau constraint baru
muncul, kembali ke Langkah 1
Misal demand produk P dan Q naik masing-
masing menjadi 132 unit dan 66 unit, dan
melalui perbaikan metoda kerja waktu proses
di WC B menjadi hanya sepertiga dari waktu
proses sebelumnya (menjadi 5 jam per unit),
maka:
R esource Beban
A 110
B 55
C 96,25
D 68,75 29
5 Focusing steps(9)
Max Z = 45P + 60Q
S.t.
15 P + 10 Q  2400 (WC A)
15 P + 30 Q  2400 (WC B)
15 P + 5 Q  2400 (WC C)
10 P + 5 Q  2400 (WC D)
P 100 (demand produk P)
Q  50 (demand produk Q)
P, Q  0 (non-negative constraints)
30
5 Focusing steps(10)
Q Maksimum Kendala WA A, C, dan D tidak

240 Produk P efektif (not binding)
Z = 9000
Hanya kendala WA B yang
150 WC A berpengaruh terhadap
WC C feasible solution
WC D
WC B Maksimum
80 Produk Q
50
30
160 200 240P

Feasible region 100
31
5 Focusing steps(11)
• Solusi optimal
▪ P=100, Q=30; Z = 45 x100 + 60 x 30 = 6300
▪ S1=600 (WC A adalah NBR)
▪ S2=0 (WC B adalah BR)
▪ S3=750 (WC C adalah NBR)
▪ S4=1250 (WC D adalah NBR)
▪ S5=0 (seluruh demand P dipenuhi)
▪ S6=20 (demand Q yang tidak terpenuhi)
• Solusi tersebut sama dengan solusi yang
diperoleh dari Langkah Sistematik OPT
32
Thinking process(1)
• Clarity -
▪ If I were reading the issue to someone else
would they truly understand?
• Entity Existence
▪ Does the problem/issue exist in my reality?
• Causality Existence
▪ When I read aloud exactly what I wrote using
if...then, does it really make sense to me?
Thinking process(2)
• Cause Insufficiency
▪ Are the written causes for a problem (an issue)
sufficient to justify all parts of the entity?
• Additional Cause
▪ Is this really the only major cause? If the
cause is eliminated, will the effect be almost
eliminated?
• Predicted Effect
▪ Do the unavoidable outcomes exist?
34
Thinking process(3)
• Cause Reversal
▪ What if we have things going the wrong
way?
• Tautology
▪ Tautology is a rare case where there is circular
logic. IF A THEN B. IF B THEN A
35
Critical chain(1)
• Critical chain: a method of planning and
managing “projects” that emphasizes the
resources (people, equipment, physical
space) required to execute the critical
project task
• The critical chain is the sequence of both
precedence and resource dependent tasks
that prevents a project from being
completed in a shorter time, given finite
resources
36
Critical chain(2)
• The goal of managing the critical chain is
to help projects finish on time, given finite
resources
• Must have a plan that is precedence based
• Estimate schedule duration at
▪ 50% probability vs. 90%
• Use and manage buffers for schedule
variation
• Consciously eliminate uncertainty
37
Critical chain(3)
Probability of
Task Duration
Time
A B C Time
• If everything goes perfectly, there is a slight

possibility of finishing within time A
• Even with some surprises (uncertainty), time B
is very likely
• If a major disaster occurs, time C is likely
38
Critical chain(4)
Tasks assigned Task A 3 days

to a resource Task B 3 days
Task C 3 days
Should happen: Task A Task B Task C

3 days 3 days 3 days
Could happen: A B C A B C
6 days
Does happen:
A B C A B C
7 days
39
Critical chain(5)
Critical Path
Activity A Resource AResource BResource C Resource A Resource D
Critical Chain
Activity B Resource A Resource C Reschedule task

to resolve
conflict
Time 40
Critical chain(6)
Critical Path
Resource AResource BResource C Resource A Resource D
Resource A Resource C
41
Critical chain(7)
Activity Description Time Precedes
(week)
A Printer specifications 2 B,C
B Budget and quality 3 D,E
needs
C Printer design 5 F,G
D License forms 4 H
preparation
E Budget approval 1 I
F Prototype construction 6 I
G Package design 2 J
H License approval 8 --
I Prototype testing 7 --
J Package construction
TI3206 Sistem Produksi4 -- Min
42
gg
Critical chain(8)
TI3206 Sistem Produksi

43 Min
gg
Critical chain(9)
TI3206 Sistem Produksi Min

44
gg
Pendekatan Grafik: load profile
graph
• Metode grafik bersifat heuristik
• Disebut juga resource profile atau skyline
graph
• Kembali kepada contoh proyek printer
LJ9000; misalkan diperlukan electronic
engineer (EE) pada setiap aktivitas
• Kebutuhan ditunjukkan dalam tabel
berikut:
i-j 1-2 2-3 2-4 3-5 3-6 4-6 4-7 5-8 6-8 7-8
EE 2 1 2 1 0 3 1 0 3 0

45 Min
gg
•Pada minggu 0 aktivitas yang dijalankan adalah 1-2

sehingga diperlukan 2 electronic engineer.
•Aktivitas berikutnya adalah 2-3 dan 2-4; kebutuhan engineer
adalah 1+2 = 3.
•Grafik dapat digunakan untuk memperoleh profil kebutuhan
sumber daya sampai proyek selesai:
Kebutuhan melebihi
ketersediaan EE = 4 orang

46 Min
gg
• Aktivitas 4-7 dapat ditunda, sebelum aktivitas 7-8 dijalankan

• Aktivitas 4-7 dan 7-8 mempunyai slack positif sehingga
delay dimungkinkan; juga aktivitas 7-8 tidak memerlukan
engineer.
• Sehingga diperoleh grafik baru:

47 Min
gg
Critical chain(12)
Task A 1. How long is the

5 Days project?
2. If Task A now takes
3 days to complete,
Task B Task D is there any benefit
5 Days 10 Days to the whole?
3. If Task C takes 8
days to complete,
Task C what the impact on
5 Days the whole?
48
Teknik DBR(1)
DRUM BUFFER ROPE
Buffer: Tentukan buffer

Drum: constraint Rope:
(time buffer) pada
resource menjadi selaraskan
constraint resource
unit kerja (resource) untuk mengatasi resource lain
pengendali sistem fluktuasi minor yang terhadap drum
beat (feedback
tak terhindarkan
loop)
Teknik DBR(2)
• Stock vs. time buffers
▪ Stock buffer ditentukan untuk menjamin
responsiveness operasi terhadap pasar dengan
cara menyimpan sejumlah inventory (WIP atau
finished goods)
▪ Time buffer ditentukan untuk melindungi
throughput sistem dari gangguan internal yang
mungkin terjadi
• Buffer size: ¼ sampai ½ dari MLT
(manufacturing lead time)
50
Teknik DBR(3)
51
Teknik DBR(4)
Step 1: Identify the constraint
RM 1 2 3
Market
60 80 70 Demand:
8
65 Units
95 Per
RM 4 5 6 7
Week
80 75 50 120
Teknik DBR(5)
Step 1: Identify the constraint
RM 1 2 3
Market
60 80 70 Demand:
8
65 Units
95 Per
RM 4 5 D 7
Week
80 75 50 120
Teknik DBR(6)
Step 2: Assess how best to exploit the constraint
RM 1 2 3
Market
60 80 70 Demand:
8
65 Units
95 Per
RM 4 5 D 7
Week
80 75 50 120
- Never starve it!
- Perform Preventative Maintenance
- Staff it with your best resources
- Work through breaks
- Combine set-ups
- Work Overtime (within budget)
Teknik DBR(7)
Step 2: Assess how best to exploit the constraint

TIME BUFFERS
RM 1 2 3
Market
60 80 70 Demand:
8
65 Units
95 Per
RM 4 5 D 7
TIME Week
80 75 BUFFER 50 120
- Never starve it!
- Staff it with your best resources
- Work through breaks
- Perform Batching (set-up saving)
- Perform Preventative Maintenance
- Work Overtime (within budget)
Teknik DBR(8)
Step 3: Subordinate everything to the constraint

TIME BUFFERS
RM 1 2 3
Market
60 80 70 Demand:
8
65 Units
95 Per
RM 4 5 D 7
TIME Week
80 75 BUFFER 50 120
Release 50 parts on:

Release 50 parts on:
Due Date minus:
Due Date minus: Process Time (1,2,3,8) minus:
Process Time (4,5,D,7,8) minus: Time Buffers (Assembly, Shipping)
Time Buffers (Drum, Shipping)
Teknik DBR(9)
• Langkah DBR scheduling:
▪ Mulai dari constraint resource (CR).
▪ Kemudian operasi dijadwalkan secara
backward dari CR ke saat dispatching bahan
mentah
▪ Kemudian lakukan forward menuju saat kirim
(forward scheduling ini untuk mengetahui
estimasi saat kirim)
• DBR scheduling merupakan kombinasi pull
and push systems
▪ saat dispatching material ditentukan secara
pull, sedangkan saat kirim diestimasi secara
push
57
Teknik DBR(10)
Penjadwalan TOC
Critical
Resources N on-Critical
Resources
Backw ard
Forw ard Scheduling
Scheduling
= bottleneck = assembly
= non bottleneck = raw material
58
Teknik DBR(11)
The constraint (the drum) sets the pace and provides a means
to stagger projects & set priorities across projects.
Project 1: 6:Prog Feeding 3:HW
2:CS 3:Eng 5:HW 2:CS Project
6:Prog Feeding 3:HW

Project 2:
2:CS 3:Eng 5:HW 2:CS Project
Drum schedule: 5:HW 3:HW 5:HW 3:HW

The TOC Rules(1)
• Rule 1: the level of utilization of a non-

bottleneck is determined not by its own
potential, but by some other constraints in
the system
▪ Artinya, tingkat utilisasi non-bottleneck
resource tidak perlu 100% dari kapasitasnya
▪ Dijadwalkan dan dioperasikan berdasarkan
batasan yang ada dalam sistem
▪ Dapat menghindari penumpukkan inventory (I)
dan mengurangi operating expense (OE)

60
The TOC Rules(2)

• Rule 2: utilization and activation of a resource
are not synonymous
▪ Activation berkaitan dengan efektivitas
▪ Utilization berkaitan dengan efisiensi
▪ Jika utilisasi resources 100% tetapi karena ada
bottleneck hanya bisa diserap 60% maka terjadi
penumpukan inventory 40%
▪ Artinya walaupun resource tersebut memiliki efisiensi
100% tetapi system-wide efektifitas hanya 60%

61
The TOC Rules(3)

• Rule 3: an hour lost at a bottleneck is an hour
lost for the total system
• Rule 4: an hour saved at a non-bottleneck is just
a mirage
▪ Tujuan utama dalam mengatur sistem adalah
maksimasi (100%) utilisasi bottleneck resource
▪ Set-up yang berulang-ulang pada bottleneck resource
tidak menguntungkan; sehingga cenderung
digunakan batch dengan ukuran besar untuk
memaksimalkan utilisasi bottleneck resource
TI3206 Sistem Produksi 62

The TOC Rules(4)

• Rule 5: bottlenecks govern both throughput and
inventory in the system
▪ Inventory (khususnya Work In Process/WIP)
merupakan fungsi dari jumlah persediaan yang
diperlukan untuk membuat bottleneck resources sibuk
(utilisasi 100%)
• Rule 6: the transfer batch may not, and many
times should not, be equal to the process batch

63
The TOC Rules(5)

• Rule 7: the process batch should be variable,
not fixed
▪ Lot size atau batch produksi mempengaruhi besarnya
inventory dan throughput
▪ Bagian yang harus dikendalikan di shop floor dengan
menggunakan lot splitting dan overlapping batch
▪ Dipisahkan antara:
– Transfer batch dan process batch
▪ Besar process batch tidak harus sama untuk setiap
operasi; merupakan fungsi dari penjadwalan operasi

64
The TOC and JIT/Lean Mfg

• Value stream
mapping
• Gemba kanri
JIT/Lean
Mfg Identify
• 5S
• Visual
factory
Continuous • Standardized
Repeat Exploit
improvement work
TOC
• TPM
• SMED • Kanban
Sub-
• Jidoka Elevate • Line
ordinate
• Pokayoke control
65

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8the Theory of Constraints ( N8)

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Departemen Teknik Industri

The Theory of Constraints (TOC):

Abdul Hakim Halim

Tujuan vs. means

Throughput = Revenue – Raw material

Net profit = Throughput – Operating expenses

• Net sale : $100 million

• Throughput = dollars generated thru sales

• Net profit = throughput – operating expense

Wait Queue Setup Processing Idle

Work center Resource time

a. Bottleneck resource (BR)

c. Non-bottleneck resource (NBR)

Basic Manufacturing building block(1)

b. NBR feeding BR Market

c. Output B and NB assembled

Basic Manufacturing building block(2)

15 menit 20 menit 10 menit 12 menit

4 unit/jam 3 unit/jam 6 unit/jam 5 unit/jam

Berapa jumlah unit output per jam? 3

Basic Manufacturing building block(3)

Utilisasi X: 200/200= 100%

Pilihan: Y bekerja 75% atau WIP (work in process) terjadi

Basic Manufacturing building block(4)

15 unit/jam 20 unit/jam 10 unit/jam 12 unit/jam 8 unit/jam (1)

15 unit/jam 20 unit/jam 10 unit/jam 12 unit/jam 10 unit/jam (2)

Kondisi 1: Berapa jumlah mesin bottleneck? 1 mesin

The theory of constraints(1)

This means that no matter how much effort you

Throughput is limited by the weakest

The theory of constraints(2)

The theory of constraints(3)

1. Identify the Constraint

2. Exploit the Constraint

Jalankan tindakan untuk memperbaiki

Kapasitas yang diperlukan Kapasitas %

WC B merupakan constraint dalam sistem, yang terlihat

Maksimasi kontribusi penggunaan constraint resource

Teknik DBR (drum-buffer-rope)

Langkah 4. Jalankan tindakan untuk memperbaiki

Q Maksimum Kendala WA A, C, dan D tidak

160 200 240P

• If everything goes perfectly, there is a slight

Tasks assigned Task A 3 days

Should happen: Task A Task B Task C

Activity A Resource AResource BResource C Resource A Resource D

Activity B Resource A Resource C Reschedule task

Resource AResource BResource C Resource A Resource D

TI3206 Sistem Produksi

TI3206 Sistem Produksi Min

TI3206 Sistem Produksi

•Pada minggu 0 aktivitas yang dijalankan adalah 1-2

TI3206 Sistem Produksi

• Aktivitas 4-7 dapat ditunda, sebelum aktivitas 7-8 dijalankan

TI3206 Sistem Produksi

Task A 1. How long is the

DRUM BUFFER ROPE

Buffer: Tentukan buffer

Step 1: Identify the constraint

Step 1: Identify the constraint

Step 2: Assess how best to exploit the constraint

Step 2: Assess how best to exploit the constraint

Step 3: Subordinate everything to the constraint