Bottleneck in a Process

In: Business and Management

Submitted By raul2u
Words 446
Pages 2
Bottleneck in a Process
September 5, 2012

Processing Army Equipment for Deployment When a unit is scheduled to move equipment it must follow a number of steps before it is ready for shipment. From updating the deploying unit Organizational Equipment List (OEL) to delivering it to the Port of Embarkation (POE) a series of events must take place sequentially for the process to occur without complications. The 11-step process flow submitted on week one identified a bottleneck in the system at step 10. It is during step 10, (Processing equipment for shipment at the MDF) that a major bottleneck was discovered. It takes an average of 35 minutes for any particular piece of equipment to process all ---- stations at the MDF. However, vehicles towing an additional piece of equipment such as trailers, howitzers, mobile kitchen units, etc. take an average an additional 15 minutes at station --- (weight and dimensions station) because the equipment towed must be disconnected from its prime mover and process separately. This tends to back up the processing system creating a bottleneck. Applying Dr. Goldratt Theory of Constraint (TOC) to this process could help deal with and solve the bottleneck. Dr. Goldratt’s TOC is a philosophy normally applied to running and improving an organization (Goldratt Marketing Group. 2012). The TOC consists of a problem-solving management decision-making tool (TP) (Goldratt Marketing Group. 2012). The TOC addresses three essential questions to improve an ongoing process. These questions are” What to change? To what to change? and How to cause the change? (Goldratt Marketing Group. 2012).

To further increase the success of Dr. Goldratt’s TOC five focusing steps must be followed (Chase, Jacobs, & Aquilano, 2006). These five steps are
1. Identify the system constraints
2. Decide how to exploit the system…...

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