11.quantitative approach for theory of constraints in manufacturing

Mathematical Theory and Modeling www.iiste.org
ISSN 2224-5804 (Paper) ISSN 2225-0522 (Online)
Vol.2, No.2, 2012

Quantitative approach for Theory of Constraints in
Manufacturing
Bharat Chede1*, Dr C.K.Jain2, Dr S.K.Jain3, Aparna Chede4

1. Reader, Department of Mechanical Engineering, Mahakal Institute of Technology and Management,
Ujjain
2. Ex-Principal, Ujjain Engineering College, Ujjain
3. Principal, Ujjain Engineering College, Ujjain
4. Lecturer, Department of Mechanical Engineering, Mahakal Institute of Technology and Science, Ujjain
* Email of the corresponding author : bharat_chede@rediffmail.com

Abstract

In this paper, a systematic and quantitative view is presented for the application of the theory of
constraints in manufacturing. This is done employing the operational research technique of mathematical
programming. The potential of the theory of constraints in manufacturing is demonstrated. By applying
the TOC philosophy based on this information, managers will be able to take the right actions that will
improve the profitability of their companies. The model is proposed to be used with the TOC philosophy
in order to improve the financial performance of a company.
Keywords: Theory of Constraints, bottlenecks, Capacity-constrained resources (CCR), Throughput
1. Introduction
The Constraints resource manufacturing organizing encounter very often the situation of surplus demand
that its capacity to manufacture, which is because of the company policy to grasp all the market demand in
order to prevent other major competitors from penetrating the market and at the same time maintains the
company reputation for on time delivery. Manufacturing has undergone a number of changes in the last few
years, in view of the economic environment in which companies are operating and of the introduction of
advanced manufacturing technology. The model so prepared relates capacity constrained resources,
material cost, direct labour cost, availability of capital, selling price, demand.
2. Theory of constraints
Theory of constraints is management policy developed by E.M. Goldratt. It maintains a focus on system
constraints. Assumes the firm goal is to make money. Theory of constraints concept of measurement
system was conceived on three simple performance measures, namely Throughput, inventory and operating
expenses. Five steps of Theory of constraints are
2.1 Identify the system constraints.
2.2 Decide how to exploit system constraints.
2.3 Subordinate everything else to the above decision.
2.4 Elevate the system constraints.
2.5 Go back to step 1, do not allow inertia to be the constraint.
The Theory of Constraints, hereafter abbreviated as TOC, is a production and operations
management strategy centered on the concept of capacity-constrained resources (CCR), more commonly
called bottlenecks. TOC starts from the assumption of the existence of one or more CCR in any system.
This assumption tends to lose its validity in systems with balanced loads. The performance may be profit,
production volume, or any other suitable criterion. A simple example of a CCR is the slowest operation in a
continuous simple flow line of production of discrete parts. The implementation of TOC in practice is
achieved in a sequence of logical steps;

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1. CCR Identification
2. CCR Management
3. Performance Improvement
3. CCR Identification
A CCR is defined as a resource which prevents the system from achieving a higher level of performance. It
is then necessary to define precisely a metric for performance. In TOC, as it is applied in manufacturing
environments, performance is considered to be profit which is defined as
PROFIT = THROUGPUT – OPERATING EXPENSES,
In turn, Throughput is defined as the sale prices of finished products, and Operating Expenses are defined
as the costs of raw materials employed in obtaining these finished products.
Assuming that a manufacturing facility such as a workshop can make a number of several finished
products, each with its unit sale price, unit raw material costs, and market demand, then maximum profit is
obtained by making the most profitable mix of finished products subject to multi-resource capacities
available. A CCR is defined as the resource which has the highest ratio of utilization to availability. Now
we develop a linear programming (LP) model for CCR identification in manufacturing systems by
introducing necessary notation.
i – index denoting part; i = 1,…,I
j – index denoting resource; j = 1,…,J
Aij – unit i processing time of part i in resource j
Bi – unit profit of part i
Cj – capacity of resource j in planning horizon
Di – market demand for part i in planning horizon
Ri – amount produced of part i in planning horizon
Sj – idle time of resource j in planning horizon
The LP model for CCR identification may be set down as:
I

Maximise ∑ Bi × Ri (1)
i=1

The objective function (1) represents the total profit obtained over the planning horizon.
Subject to
I

∑ Aij + Sj = Cj j = 1 ….J (2)
i=1

The constraints (2) ensure the capacity limit for each resource j.
Ri ≤ Di i = 1 …. I (3)
The constraints (3) ensure that production of each part does not exceed demand.
Ri ≥ 0 i = 1 …. I (4)
Sj ≥ 0 j = 1 …. J (5)
Finally, the constraints (4) and (5) guarantee the no negativity of the decision variables R i and Sj of the LP
model, whose input parameters consist of the set Aij, Bi, and Ci. The resource with the highest ratio of
utilization to availability, Cj, is the same as the resource with the minimum idle time, S j. Consequently, any
resource with Sj = 0 is a CCR. It can be seen that the LP model seeks to identify the optimum part mix and
the CCR (s) in the manufacturing system. The LP model provides the master production schedule which
maximizes Throughput.

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Vol.2, No.2, 2012

I

∑ Aij × Ri (6)
i=1

4.CCR Management
Once identified, a CCR must be used effectively in such a way so as to obtain the desired performance of
the manufacturing system. This is known as CCR management, which is implemented by a scheduling
technique referred to as drum-buffer-rope (DBR). DBR reduces this complexity by focusing attention on
CCRs as opposed to all resources. In order to achieve the highest performance possible, CCRs must be
scheduled with a view to avoiding unnecessary idle time which implies lost throughput.
1. Each task/activity happens only once.
2. Precedence among tasks/activities is specified explicitly than through the nature and amounts of material
movement between tasks/activities. These two limitations are removed by employing the state task network
(STN) representation.
5. STN – DBR Scheduling
Before developing the model, we introduce necessary notation
i = index denoting task; i=1,…,I Cs = maximum storage capacity dedicated to state S
j = index denoting production unit; j=1,…J Ij = Set of tasks which can be performed by production unit j
t = index denoting time; t=1,…H = maximum capacity of production unit j when used
for performing task i
s = index denoting material state; s=1,…S = minimum capacity of production unit j when used for
performing task i
Si = set of states which has task i as input Wijt = binary decision variable = 1 if production unit j starts
processing task j at the start of period t ; = 0 otherwise
= set of states which has task i as output Bijt = amount of material which starts undergoing task i in
production unit j at the start of period t
ρis = proportion of input of task i from state S Є Si Sst = amount of material stored in state S at the start of period
t
= Proportion of output of task i to state S Є Si M = sufficiently large number
Pis = processing time for output of task i to Fsjt = amount of material of state s being held in production
during the tome interval t
Pi = completion time of task i, B = index denoting buffer unit
Ki = set of production units capable of performing C = index denoting CCR unit
task
Ts = set of tasks which has input from state S Fs = set of states whose members are finished products
= set of tasks which has output to state S Rst = quantity of finished products in state S scheduled for
delivery at time t

The STN model for DBR scheduling may then be set down as:
Minimise

(7)

t (8)

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Vol.2, No.2, 2012

t (9)

t, , (10)

t, , (11)

0 t, (12)

Sst = Ss, i-1 + (13)

(14)

(15)

(16)

(17)

In the objective function (7), we seek to minimize the maximum difference between delivered quantities
and stored finished products.
The constraints (8) ensure that at any given time, a production unit which is not a CCR can only start at
most one task. For a CCR, the constraints (9) guarantee that it is never idle, since by definition a CCR is the
resource that sets an upper limit to manufacturing system performance. The constraints (10) serve to ensure
that tasks are performed non-preemptively. The constraints (11) ensure that the quantity of material
undergoing a task in a production unit is bounded by the minimum and maximum capacities of that unit.
The constraints (12) guarantee that the quantity of material stored in a state does not exceed the maximum
storage capacity for that state. The constraints (13) and (14) constitute material balances for production
units and buffers, respectively. The binarity and non-negativity of the appropriate decision variables are
ensured by the constraints (15)-(17).
In the STN model, we have assumed that the only unit possessing an input buffer is a CCR. Neither setup
non maintenance tasks are taken into consideration. At the same time, we note that all the aforementioned
aspects can be easily incorporated into a more general STN model. We purposely restricted our scope so as
to focus on the attainment of scheduled deliveries of finished products.

6. Performance Improvement
The identification and management of CCRs serve to achieve maximum performance for given capacity
and demand levels. In order to go beyond this level of performance, measures have to be taken and the
corresponding investments have to be made to increase capacity and/or demand.
6.1- Throughput (TH) defined as the rate at which the manufacturing system generates revenue.
6.2- Inventory (IN) defined as the investment made to generate revenue.
6.3- Operating expense (OE) defined the cost of transforming inventory into throughput.

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Vol.2, No.2, 2012

In the context of TOC, system performance is improved by increasing inventory in order to increase
throughput and/or decrease operating expense. It is clear that the performance measurements of TOC are
very different from traditional management accounting approaches.
Apart from external constraints, such as market demand, internal CCRs by definition limit the performance
of manufacturing system. Consequently, CCRs must be the focus of all improvement efforts. For a CCR
machine, its capacity may be increased by such measures as setup reduction, breakdown reduction, and
processing speed enhancement. All such measures naturally involve investments.
7. Case Study
A manufacturing organization considered in this article is based nearby the capital of India. Due to
sudden increase in export order from African countries, management had to decide on action plan. As
demand was uncertain to sustain management was not interested in strategic investment for resource
acquisition. After considering the entire related factor, management was not interested on providing
overtime also. Management was interested on outsourcing. Thus, the present study was conducted to
guide the management about outsourcing.
Company manufactures five different types of particular product (consumer durable) coded A, B, C, D and
E. The weekly market demands and selling prices were also shown all top of Figure1. All the calculations
were done on Indian currency (Rs). Raw material passes through differ internal resources as shown in
Figure 1, Raw materials to manufacture product A were A1, A2, A3, A4, A5, A6, A7, A8, A9, A10,
A11and A12 as shown in Figure1. Similarly for product B. raw materials were B I, B2, B3, B4, B5, BG,
B7, B8, B9, Bl0, B11 and B12, for C, raw materials were Cl, C2, C3, C4, C5, C6, C 7, C8, C8, C9, Cl0,
C11, and C12 and for D, raw materials were Dl, D2, D3, D4,.D5, D6, D7, D8, D9, D l0, D 11 and D12.
Again for E, raw materials were El, E2, E3, E4, E5, EG, E7, E8, E9, El0, Ell and E 12. Cost of various raw
materials for product A, B, C, D and E were given in (Table B). Material passes through total twelve types
of work centre(WC). Work centre for certain operation were double for Example, WC1 to meet the
demand. In case of final assembly there were three work centre (WC 8). Dark lines indicates flow path
shown in Figure1 of particular component route that component passes through work centre 10, 6 and
assembled at work centre 8. Another component passes through Work Centre1,2,3,4,5,6,7, and assembled
at Work Centre 8. Third one passes through work centre 9, 12 and assembled at Work Centre 8. To
manufacture these products, materials passes through various work centre. Times consumed by these
materials at various work centre are given at (Cycle time and capacity utilisation) (Table A). Column two
represents the processing time of components at various Work Centre to manufacture A, to manufacture A
raw material A1 at WC1 required 0.23 min. Then A1 and A2 combined at WC2 required 0.25 min
likewise column 3 ,4 ,5,6, represents time taken by various work centre to process B,C,D,E.
Company runs for six days in a week with single shift. Overhead expenses per week for organization were
Rs 4104000. Set up time for all the stations on an average taken was 12 min /setup. On any particular day
maximum no. of set up required was one. Set up time and no of set ups per day was assumed so after
analysis of last six months data. Weekly capacity for work center (WC) was calculated as follows, there
were two number of WC1. For daily 8 hrs run total weekly time was(48× 6) = 5760 min. calculation of
2×
weekly setting time was 12 min per set up, one WC required one set up, a two nos of WC1 that is
12× 6=144 min .Weekly capacity (total weekly time- time lost due to sets up) is equal to 55760-
2×
144=5616 min.
From (Table A), we clear that 9WC and 10 WC are constrained Resource. The WC5, 6, 7 utilized work
center least. To over come the problems, suggestions given to management was to run all three. Total
capacity increased was 180× that is 540. Only one work centre 10 was run for five days, so capacity
3
increased in work center 10 was (30× 5=150min). Overhead expenses remained the same.As seen in Table
A, for product cost calculation and raw material price to manufacture A (A1, A2,A3,A4, ..............A12) was
Rs.498.2 Product A consumes 2.77 min as seen in Table B. Cost of 2.77 min was (2.77× 62.87) =Rs.174.15
Profit per working min for all the products was calculated. As per standard accounting higher
profit/working min was the indication of manufacturing priorities.

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Vol.2, No.2, 2012

Thus sequences of priorities were A, B, E, C, and D. As seen in (Table C), one unit of A consumes 0.55
min of constrained resource. After producing all "A" (8200) still some constraint resource time available on
hand. Total product throughput calculation for B was = (9089 × 275.2) + (1411 × 80) which was equal to
Rs.2614173. Similarly throughput for other products was calculated. Net profit as per standard accounting
was Rs.1330433 which can be seen in (Table C). In TOC analysis (Table D) throughput/constraint
resource min was found out, which is different from standard accounting,. It considers all resources
equality. Throughput per manufactured unit of product A was equal to 800- 498.2=301.8 Throughput per
contracted unit of A was equal to 800-700 = 100. Total product Throughput calculation for A was equal to
6943 × 301.8 + (1257× 100) which was equal to Rs. 2221097. Similarly throughput for other products was
calculated.
Net Profit in that case increased from standard accounting system by Rs. (1352197-1330433) =
Rs.21764, that is increased by 1.63%
Products throughput and net profit was calculated as described in earlier two cases.
In LP analysis based on TOC model, net profit increased by (1399630-1330433) = Rs.62421 from
standard accounting, that is 5.2% and Rs. 47433 or 3.51% from TOC model.
This problem can be solved by the LP objective function also as follows
Zmax = (700-498.2) A + (680- 484.8) B+ (640 - 471.8) C + (640 - 462.2) D + (625 - 446.35) E,
Subject to the following constraints
Technological Constraints
0.23A+0.22B+0.2C+02D+0.21E < 5616
0.25A+0.23B+0.22C+0.22D+0.2E < 5616
…… ……. ………
0.1A+0.1B+0.1C+0.1D+0.1E<2808
Market constraints
A=8200, B=10500, C=1550, D=1350, E= 2400 and A, B, C, D, E = 0
The resulting optimum product mix is same as given in (Table E), that is to manufacture 2572, 10500,
1550, 1350, 2400 of A,B,C,D,E respectively.
8. Results
The details of comparisons of three models are given in (Table F). The LP model based on TOC suggested
manufacturing 2572 numbers A, 10500 of B, 1550, of C 1350, of D and 2400 of E and to outsource 5628 of
A only is shown in (Table F). Similarly to manufacture and to outsource quantity suggested by TOC and
SAC models can be depicted in Table F. After going through this an analysis by a cross-functional team,
management decided to implement this model under sudden increase in order.
9. Conclusions and Suggestions
For unbalanced manufacturing systems, TOC constitutes a useful strategy for maximising and improving
system performance. We have shown that the operational research technique of mathematical programming
provides a systematic basis for the implementation of TOC in practice. A substantial scope exists for
developing mathematical models of TOC in automated manufacturing systems and their validation in
industrial practice.

References:
Atwater J.B. and S. Chakravorty, (1995)“Using the Theory of Constraints to guide implementation quality
Improvement Projects in Manufacturing Operations”, International Journal of Production Research, Vol
33, No 6, pp 1761 – 1784.

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Vol.2, No.2, 2012

Bhattacharya, A., and Vasant P., and Sarkar, B and Mukherjee, S.K., (2008)“A Fully Fuzzified, intelligent
theory-of-constraints product mix decision”, International Journal of Production Research, Vol. 46, No. 3,
789-815.
Chakraborty P.S, Majumder G. Sarkar B. (2006) “Constraint Recourse Management and Production
Related Decision- a Case Study”, Journal of Institute of Engineering Vol 86 March pp 48-53
Chiu M and Grier L (2008)“Collaborative supply chain planning using the artificial neural network
Approach” Journal of Manufacturing Technology Management Vol 15 Number 8 pp 787-796
Draman R.H, Lockman A.I. and Cox F (2002) “Constrained based accounting and its impact on
organizational performance: a simulation of four common business strategies”. Journal of Integrated
manufacturing System 1314 pp 190-200.
Jain A.K, Elmaraghy H.A.(1997)”Production Scheduling/rescheduling in flexible manufacturing”.
International Journal of Production Research 35,281- 309
Qassim R.Y. (2000) “Theory of Constraints in Manufacturing”, Journal of the Brazilian Society of
Mechanical Sciences Vol 22 No 4 Rio de Janerio, pp 82-88

Bharat Chede has received Bachelor’s degree from Amravati University, India and Masters Degree in
Mechanical Engineering (Production Engineering) from Shivaji University, India, He is currently pursuing
PhD from Rajiv Gandhi Proudyogiki Vishwavidyalaya Bhopal, India. He is working as Head of
Department (Mechanical Engineering) at Mahakal Institute of Technology and Management Ujjain India.
His Current area of research is Optimization in manufacturing techniques using fuzzy logics.

Dr C.K.Jain Phd in ProductionEngineering from IIT Rourkee. A renowned academician, was responsible
for making trendsetting transformations during his last stint as Principal, UEC. Having received a Gold
Medal in M.Tech and an award winning research scholar during his PhD. His Current area of research is
Casting methods optimization.

Dr S.K.Jain. Phd from APS university Rewa India. He is principal Ujjain Engineering College Ujjain,
India . His current areas of research are Fuzzy logic Technique in Engineering

Aparna Chede has received Bachelors and Masters Degree in Mechanical Engineering from Rajiv Gandhi
Proudyogiki Vishwavidyalaya Bhopal, India. She is currently working as Lecturer in Mechanical
Engineering at Mahakal Institute of Technology and Science Ujjain India. Her current areas of research are
Industrial Engineering techniques.

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Vol.2, No.2, 2012

Product (A) Product (B) Product(C) Product(D) Product(E)
8200 PCS RS 10500 PCS RS 1550 PCS RS 1350 PCS RS 2400 PCS RS
800 760 710 700 690

A8,B8,C8, A8,B8,C8,D8
8 WC 8WC 8WC
D8,E8 ,E8

A6,B6,C6,D6 7W A7, B7,C7, 7 WC 12 WC A2,B12,C12,D
,E6 C D7,E7 12,E12

6 WC

9 WC 9 9 WC
WC

5WC A5,B5,C5,D5 5WC
,E5 A9, B9,C9,
D9,E9
4WC A4,B4,C4,D4 4WC
,E4
10 10 11
WC WC WC
3 WC A3,B3,C3,D3 3WC
,E3

2 WC A10,B
A2,B2,C2,D2 2WC A11,B
10,C1
,E2 11,C1
0,D10
1 WC 1,D11
A1,B1,C1,D1 1WC ,E10
,E11
,E1
Figure 1 Systematic Representation of process details

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Vol.2, No.2, 2012

Weekly
WORK Time/piece at various work centres, min Weekly Utilisation of Capacity Utilsation
load on
CENTRE capacity work centre after after
work
of work percentage adjustment adjustment
A B C D E centre
centre
percentage
94.01
WC1 0.23 0.22 0.20 0.20 0.21 5280 5616 5616

5616
WC2 0.25 0.23 0.22 0.22 0.20 5583 5616 99.41

WC3 0.23 0.23 0.23 0.23 0.23 5520 5616 98.29 5616

WC4 0.23 0.23 0.23 0.23 0.23 5520 5616 98.29 5616

WC5 0.21 0.21 0.21 0.21 0.21 5040 5616 89.74 5616

WC6 0.08 0.08 0.08 0.08 0.08 1930 2808 68.37 2808

0.21 0.21 0.21 0.21 0.21
WC7 5040 5616 89.74 5616

WC8 0.32 0.32 0.32 0.32 0.32 7680 8424 91.17 8424

0.44
WC9 0.55 0.49 0.44 0.47 12059 8424 143.15 8964 134.53

0.22
WC10 0.25 0.24 0.23 0.23 5765 5616 102.65 5766 100

2040
WC11 0.11 0.11 0.11 0.11 0.11 2808 94.01 2808

2808
WC12 0.10 0.10 0.10 0.10 0.10 2400 85.47 2808

TOTAL 2.77 2.67 2.58 2.58 2.59 65274
(Table A) Cycle time and capacity Utilisation

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Vol.2, No.2, 2012

WC Product A Product B Product C Product D Product E

Compo Cost/Unit Comp Cost/Un Com Cost/Un Com Cost/Uni Com Cost/U
nent onent it pone it pone t pone nit
nt nt nt
WC1 A1 34.00 B1 32.00 C1 31.50 D1 31.00 E1 31.60

WC2 A2 3.20 B2 2.80 C2 2.80 D2 2.50 E2 2.80

WC3 A3 2.55 B3 2.35 C3 2.35 D3 1.95 E3 1.95

WC4 A4 1.75 B4 2.25 C4 2.25 D4 1.85 E4 1.85

WC5 A5 2.20 B5 2.20 C5 2.20 D5 2.20 E5 1.80

WC6 A6 1.50 B6 1.50 C6 1.40 D6 1.40 E6 1.20

WC7 A7 9.10 B7 8.90 C7 8.90 D7 8.50 E7 7.80

WC8 A8 383.90 B8 376 C8 366.10 D8 361.60 E8 344.60

WC9 A9 21.90 B9 19.90 C9 16.90 D9 15.90 E9 15.40

WC10 A10 29.50 B10 28.50 C10 29.50 D10 27.60 E10 30.25

WC11 A11 7.50 B11 7.30 C11 6.80 D11 6.60 E11 6.00

WC12 A12 1.10 B12 1.10 C12 1.10 D12 1.10 E12 1.10

TOTAL 498.2 484.8 471.8 462.2 446.4

(Table B) (Raw material cost for product)

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Vol.2, No.2, 2012

Details Product
A B C D E
Total working minutes per products 2.77 2.67 2.58 2.58 2.59
Product cost (time cost + raw material) 67235 65266 634 624.4 609.18
Product market price 800 760 710 700 690
Product profile(price - cost) 127.65 107.34 76 75.6 80.82
Profit per working minute 46.08 40.20 29.46 29.30 31.20
Market demand 8200 10500 1550 1350 2400
Units to manufacture 8200 9089 0 0 0
Throughput per manufactured unit 301.8 275.2 238.2 237.8 243.65
Units contracted outside 0 1411 155 135 240
Throughput per contract unit 100 80 70 60 65
Total product throughput 2474760 2614173 108500 81000 156000
Overall throughput(I) 5434433
Operating expenses(OE) 4104000
Net profit (T - OE) 1330433
(Table C)Standard Accounting Analysis

Details Product
A B C D E
Product market price per unit 800 700 710 700 600
Raw material cost per unit 498.2 484.8 471.8 462.2 446.35
Throughput/ manufactured unit 301.8 275.2 238.2 237.8 243.65
Constraint resource(9 WC)/unit, min 0.55 0.49 0.44 0.44 0.47
Through put/ constraints resource unit 548.7 561.6 541.4 540.5 518.4
Market demand 8200 10500 1550 1350 2400
Unit to manufacture 6943 10500 0 0 0
Throughput/manufactured unit 301.8 275.2 238.2 237.8 243.65
Table (D) TOC Analysis

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Vol.2, No.2, 2012

DETAILS Product
A B C D E
Contractor price 700 680 640 640 625
Raw material cost/unit 498.20 484.80 471.80 462.20 446.35
Contractor profit 201.80 195.20 168.20 177.80 178.65
Constraint resource(9 WC) /unit, min 0.55 0.49 0.44 0.44 0.47
Contractor profit/constraint resource 366.90 398.40 382.30 404.10 380.1
minutes
Market demand 8200 10500 1550 1350 2400
Unit to manufacture 2572 10500 1550 1350 2400
Throughput/manufactured unit 301.80 275.20 238.20 237.80 243.65
Table (E) LP Based TOC

L.P MODEL TOC SAC
Manufacture A 2572 6943 8200
B 10500 10500 9089
C 1550 0 0
D 1350 0 0
E 2400 0 0
Outsource A 5628 1257 0
B 0 0 1411
C 0 1550 1550
D 0 1350 1350
E 0 2400 2400
Net profit 1399630 1352197 1330433
(Table F)Comparison between LP, TOC and SAC

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11.quantitative approach for theory of constraints in manufacturing

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11.quantitative approach for theory of constraints in manufacturing