John Darlington - VATX - 10 TOCPA - Feb 2014 - India - FIN

10th International Conference of the
TOC Practitioners Alliance - TOCPA

www.tocpractice.com
Feb 21-22, 2014 Noida, India
VATX Flow Analysis: Core

Problems and Customised
Solutions
John Darlington
Valueflow, Management
University of Buckingham, UK
21 February, 2014
10th International Conference of the TOC Practitioners Alliance - TOCPA
John Darlington
John Darlington is originally an accountant. John
qualified as a "Lean and Six Sigma Expert" through
the Renault Institute of Quality Management and as
a "Jonah" through the Goldratt Institute.
He
worked for Allied Signal for thirteen years in the
Turbocharger division.
His roles varied from
Financial Controller and IT Manager to Plant
Manager of the European Aftermarket. He spent
two years as Kaizen Director of the largest Forging
Group in the UK, where his role involved him
heavily in the systematic application of Lean
Manufacturing and Supply Chain Management. He
combines application with teaching for the
University of Buckingham on their MSc in Lean
Enterprise, specialising in Mapping, Capacity
Planning and Costing.
John has been a guest
speaker at APICS, and SAPICS where he won the
Toyota Prize for Best New Idea
Contact details:
j.darlington@valueflowconsulting.com
+44 (0) 7811 440847
VATX Analysis
Plants classified by the BOM shape/ material flow.
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VATX Flow Analysis
VATX is a constraint management method for

determining the general flow of parts and products from
raw materials to finished products.
Through conceptualisation it enables the identification of
typical areas for improvement.
VAT Analysis - Dominant Characteristics and Issues

(1 of 4)
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Metals
Food
Chemicals
V plant.
Few raw materials
Wide variety of finished products
Points of divergence/differentiation
Specialised plant and machinery
Often process flow orientated
Issues:
V Plants
Plant utilisation important, often run campaigns
WIP too high
Lead time too long
Due date performance spread, late and early
Perceived to be not cost competitive
Always trying to reduce operating expense

(2 of 4)
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Capital goods
Aerospace
A plant.
Assembles products
Assembly driven
Many raw materials & bought out components
Process time a fraction of lead time
General purpose machines often in cells
Issues:
A Plant
Labour utilisation important, keep them busy
syndrome
WIP too high
Lead time too long
Due date performance poor, usually late
Lots of expediting, massive overtime

(3 of 4)
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Vehicle manufacture
Electronics
T plant.
Wide range of products customised at assembly
Core of common components
High bought-out content
Market/customer service orientation
The modern assembly plant
Issues:
T Plants
Component supply important, cannot forecast accurately

Usually problems with purchased parts lead times
Due date performance very spread, very late very early
Very high component stocks
Shortages everywhere, shortage steal shortage vicious circle
Wandering bottlenecks
Overtime everywhere

(3 of 4)
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Aftermarkets
Repair & Overhaul
Remanufacture
X plant.
Wide variety of components and finished products
Often short lead time response required
Different ratios of bought out and made in house
Contractual arrangements regarding product life
cycle support
Hub and local distribution issues
Issues
X Plants
Trade off between service and carrying costs
No statement of policy regarding target customer
service
Sourcing from suppliers
Inter company rivalries
Aged profile of stock
Pricing and copiers
VAT Analysis
Plants classified by the BOM shape.
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Typical: Food / Metal / Chemical

SPECIALISED MANUFACTURING
CAPABILITIES
USUALLY A WELL DEFINED PROCESS FLOW

FOLLOWED BY MOST PRODUCTS
ISSUES
*COST*CAPACITY*DELIVERY
VATX Analysis
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SPECIALISED MANUFACTURING
CAPABILITIES
Opportunities for products to be sold at
various stages of production
Or bought in for additional processing
One way or another spare capacity is sold
and a balanced plant emerges causing due
dates to be missed and creating extra
unplanned operating expense
Plant lurches from under activity and cost
saving mode when sales are low, to
bottleneck status and lates when sales are
high
VATX Analysis
Unlikely to have a conventional MRP system
(What for? Doesnt address our needs)
Will Have:
-RAW MATERIAL STOCK (IN STORES)
-CUSTOMER ORDERS
SHOULD HAVE:
-ROUTINGS
-WIP TRACKING
UNIQUE CAPACITY IS THE KEY (This is what you sell)

GOOD SERVICE CAN OFFER SIGNIFICANT
COMPETITIVE ADVANTAGE
VATX Analysis
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Many materials and parts few finished

products
Parts manufacture
Often organised by type of
machine
Sometimes by part type in cells
Separate Assembly and sub assembly
areas
VATX Analysis
Plants classified by the BOM shape.
Typical material flow:
PRODUCT OR COMPONENT
SYNCHRONISATION IS THE KEY
SHIPS AIRCRAFT AERO WINGS BODIES

ISSUES:
*STOCK*SYNCHRONISATION*LEAD TIME
VAT Analysis
Plants classified by the BOM/Route shape.
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T
Many finished products assembled
from common components
Models options variants specials
Parts often purchased
Competitive market
VAT Analysis
Plants classified by the BOM/Route shape.
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PRODUCTION
PRE
ASSEMBLY
BUFFER
ASSEMBLY
C
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T
O
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S
Automotive, Electronic Instruments, Furniture, Hydraulic

Controls, Telecommunications
VAT Analysis
Plants classified by the BOM/Route
shape.
MARKET ORIENTATED
PRODUCT ORIENTATED
COMPETITION
Customisation to maintain volume/priceOn time delivery (DAS)
Procurement planning
problems
Shortages*
Kit Robbing/Stealing
ISSUES
Delivery On time Lead Time
What are the implications of

these models on planning and
scheduling?
Terminology: Planning and Scheduling

Planning
A set of longer term actions that define the desired demand
profile, and capacity required to deliver it, such that the purpose
of the organisation is satisfied. Planning tends be to over longer
horizons and the buckets of times are often in months or
quarters or years
Scheduling
The critical difference distinguishing scheduling is that it also
involves sequencing of work and the time horizon is much shorter.
Depending upon the organisation and business the time buckets
can be hours or days but often not much more than a couple of
weeks
Planning and Scheduling: Process Characteristics
Constrained
Strategic
Planning
Tactical
Planning
Operational
Scheduling
Least
Most
Horizon
Bucketed
Years
Months/Quarters
Months
Weeks/Months
To ensure there is sufficient capacity

and materials to meet customer
demand
To Resolve conflicts
Days
Days/hours/minu
tes Bucket less
To execute the plan

To meet specific due dates
To optimise resource utilisation within
the constraints of the plan
Purpose
Acquisition and Disposals
Major plant investment
Market strategy
Process Flow
Forecast &
Customer Orders
Material availability
Stock,
Orders,
BOM
Planning
Management Policy
The Rules
Working Capital
Headcount
Overtime
Customer Service
Capacity
availability
Resources,
Routes,
Calendars
Scheduling
MRP or DBR
Schedules
Drum Buffer Rope,

Heijunka, Kanban
Conwip
How does it apply to VATX

plants?
Scheduling For Flow In a true V Plant

40
50
100
70
Shipping
Buffer
80
60
120
Schedules Essential At:

Constraints
Points of Differentiation
Despatch
300
Raw Materials
Scheduling For Flow In a true V Plant

40
50
70
100
Shipping
Buffer
80
60
Inv
Inv
120

Constraints
Despatch
Inv
300
Raw Materials
Buffering of
Constraint
Processes
Scheduling For Flow In a true V Plant:

understanding the constraint characteristics
40
50
70
100
80
60
Inv
Inv
120

Constraints
Despatch
Inv
300
Raw Materials
Buffering of
Constraint
Processes
Shipping
Buffer
The size of
the
required
buffers are
a function
of process
variation
AND issues
around the
points of
divergence
Scheduling For Flow In a T Plant

38
Shipping Buffer
46
Buffering of
Constraint
Process

Constraints
Assembly
Despatch
Assembly
Pre
Assembly
Buffer
48
Inv
78
100
100
75
120
120
280
300
300
Raw
Material
Raw
Material
Raw
Material
A detailed
schedule would
try to get to a
status where a
non constrained
parts should
never hold up a
constrained part
in the PreAssembly
Buffer.
Assemble to
order or finished
goods.
Manufacture by
replenishment
to the pre
assembly buffer
Scheduling for Flow in an A Plant

A Plants:
Complex
MRP essential to nett of demand
per BOM level
Likely to be many manufacturing
centres
BOM accuracy vital
MRP NOT used for scheduling,
maybe sequence
Even APS systems are not
dynamic enough
Best to produce an MPS for each centre, and use

appropriate pull system for scheduling
For the centre a good description of the capacity
constrained resource is essential
Summary : - Planning and Scheduling

ERP/MRP have taken modern organisations as far as they can go in terms of
delivery of short lead time manufacturing. It should be retained for: Netting against current inventories and showing future demands
For rough cut capacity planning but for the most part Without the lead time
offsets applied first
In A plants manufacturing centres should be effectively decoupled compared
with today.
Each centre should become autonomous at a tactical level and completely
responsible for achieving the due date required by the customer centre(s).
Each centre should become responsible for what it buys and when
Each centre should determine when to launch work into work in progress
using the DBR or appropriate methodology, taking all constraints into account
simultaneously
The Manufacturing Centres should become responsible for their capacity planning
Requiring greater precision regarding product process characteristics
The planners need to get back to BEING PLANNERS not administrators of ERP
VATX Analysis Applied:

Case Examples
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A Case Study example Its too expensive to stop
DBR solution fits V plants very well: there are

often multiple scheduling points
The Schedule for the Forge is sensitive to batching.
Finishing only pulls what is required for the immediate
week ahead
Finish
North Line
Die Shop
Cutting
Control
Cooled
Shotblast
Heat
Treatment
Shotblast
Finish
South Line
Forge
Induction
Heating
Joy
Mining Line
Scheduling Points
Raw material
Work in Progress
Finished goods
28.10 days
34.70 days
11.30 days
Measure of Improvement:
More Sales & lead time
Manufacturing Lead Time as Measured by Days Inventory in WIP
35
20,000
28.1
30
29.1
29.0
25
22.9
20.1
20
20.0
18.4
16.7
10,000
15
14.6
13.0
12.4
9.0
8.9
5,000
Days
No. of Pieces
26.3
15,000
10
7.8
5
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Closing WIP (Pcs) 10409113441250712693 8812 9360 7336 8739 7633 6781 6159 5136 7352 4945 4207
Sales (Pcs)
WIP Days
111071174814275130851440113945110101144013700156002075912476151041647316216
28.1 29.0 26.3 29.1 18.4 20.1 20.0 22.9 16.7 13.0
8.9
12.4 14.6
9.0
7.8
Period

Case Examples
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Russian Factory
Russian Factory Background

Core Problems
Low Delivery performance
High level of stock in finished goods and work in progress
Shortages of parts holding up main builds
Contributing Factors
Tendency to stick with manufacturing to an annual plan no matter what was
really happening to demand
Large batch sizes compared to demand driven quantities made in the belief
it saves cost of set up
Some Piece Part Payments
DOS based system but had been sold Advanced Production Software
Complex Flow
Orders
Finished Stock
Shop 61
Assembly
Shop 26
Assembly
Shop 13
Purchased
Parts
Base Elements
Shop 15
Preparing
Shop 11
Mechanical
Shop 2
Raw Materials
Russian Factory Mapping Exercise
Phase 1 Batching & Prioritising Shortages
The quantity of parts required is

lower because planning was set
for lot to lot. However the range
of parts required is likely to be
bigger
2009 Planned with batching

2009 Planned lot for lot
The stages of the improvement implementation journey

Phase 3
Phase 2
Phase 1
Primary MRP using
XXX software at
Shop/Area level to
generate a Prioritised
List
Months 3 6
Gathering sufficient
data at M/C centre
level to develop
Capacity Planning
and more accurate
Schedules (see
sample Slide 27)
Months 7 15
Identify logical
constraints and
apply a
combination of APS
if required, sensible
buffering and
pull/replenishment
systems
Months 16 24
This is practical: we cannot leap to APS immediately!

Phase 1 Creating the prioritised list

From
Shop
Shop Area
Within Area
To
Shop
Shop Area
Within Area
Move
40 hours
8 hours
2 hours
Exceptions where XXX Co feel this is not sufficient

From
To
Move
Shop
Shop Area
Within Area
Shop
Shop Area
Within Area
40 hours
8 hours
2 hours
Time Based
Minimum
Batch Qty
E.g. Batch size not less

than 120 minutes of
processing time
Route
From
To
Lead Time for

Prioritisation ONLY
RC0201
RC0201
RC0202
8 HOURS
RC0202
RC0202
RC0401
40 HOURS
RC0401*2
RC0401
RC0402
8 HOURS
RC0402
RC0402
RC0403
8 HOURS
RC0403
RC0403
RC1001
40 HOURS
RC1001
RC1001
RC1002
8 HOURS
RC1002
RC1002
RC1099
8 HOURS
RC1099
RC1099
RC1101
40 HOURS
RC1101*1
RC1101
RC1102
8 HOURS
RC1102
RC1102
RC1103
8 HOURS
RC1103
RC1103
RC1307
40 HOURS
RC1307
RC1307
RC2601
40 HOURS
RC2601
RC2601
RC6099
40 HOURS
RC6099
RC6099
RC6199
8 HOURS
RC6199
TOTAL
304 HOURS
RC1101*1 Part 6B8680374-05 Current Batch Size 220 Covers Demand for 5 months
RC0401*2 Part 6B8126085 Current Batch Size 200 Covers Demand for 1 month
Phase 1 What would the Prioritised list look like?
Note that as we
are working lot for
lot the quantities
are those really
required by the
customer work
centre
Note that lists

are in
prioritised Job
Order
Note current batch
sizes are a waste of
capacity, money &
get in the way of
more urgently
needed parts
Note that the start

dates are likely to
be in the past at
first because of
arrears. So the
schedule start date
is from now but the
prioritisation is valid

Case Examples
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High Level Concept Tplant
Order Book
(due date sequence)
Order 1
1234
Order 2
42
Order 3
PRE
ASSEMBLY
BUFFER
3rd PARTY
SUPPLIERS
Kanbans card(?)
PRODUCTION
ASSEMBLY
32
Significant
characteristic:
Commonality of
parts
Scheduling options:
DBR
Kanban
Hybrid systems
Kanban movements
Introduction
Workshop 26th & 27th March 2007
Venue: Conference Suite
The objective was to have a common understanding

by all of the "Current State information systems
describing Demand Management, Capacity
Management, Inventory Management and the
Systems approach including measurements.
The following areas were represented to help
achieve this objective:
Forecasting and order entry
Sales
Production
Planning and scheduling
Purchasing
IT
Finance
Engineering
Questions to be answered by the maps

Order Fulfilment system: How do we offer a delivery date?
Order Forecasting and management: Do we achieve the
promised delivery date?
Inventory: What inventory do we have where, for how long,
for who?
Financials: What sales did we achieve, with what working
capital, at what operating expense? What was the
throughput?
Do we have a joined-up system?
Is the system predictable?
Questions to be answered by the

Forecasting and Order promising map
How do we forecast future demand?

How do we set inventory levels for make to stock items?
How do we offer a delivery date?
Do we achieve the promised delivery date?

order fulfilment map
How well does production perform?

How well is capacity described in assembly and primaries?
How are batch sizes calculated?
How frequently are batch sizes reviewed?

Inventory and Financial Maps
What inventory do we have?

Where is it?
How long has it been there?
Why are we holding it?
For whom?
Did we achieve required levels of sales?
Was the throughput as expected?
Was the working capital as expected?
Was the operating expense as expected?
Are results predictable?
World Wide Lock Maker
Workshop 26th 27th March 2009
Introduction
ASSA ABLOY Thinkflow Workshop 26th & 27th March

2007
Venue: Portobello Conference Suite
The objective was to have a common understanding

by all of the "Current State information systems
describing Demand Management, Capacity
Management, Inventory Management and the
Systems approach including measurements.
The following areas were represented to help achieve
this objective:
Forecasting and order entry
Sales
Production
Planning and scheduling
Purchasing
IT
Finance
Engineering
G.Morgan (IT), K.Andrews (Logistics), R.Essom (Mul T Lock Logistics), L.Wales

(Thinkflow), J.Darlington (Thinkflow), L.Powers, Logistics) S.Newlands
(Operations), Ian Turner (Planning) Dave Richards (Primaries) K.Bajwa
(Logistics), A.Killip (Logistics), l.Robbins (Cylinders), M.Woodhouse (Padlocks),
J.Cooper (Planning), N.Harkness (Purchasing), D.Chambers (Planning),
L.McCourt (Bus Improvement), S.Firmstone (Planning), T.Brittle (Mortice),
S.Allen (Bus Improvement), T.Neale (operations), R.Simpson (Planning), L.Philp
(Engineering), I.Bartlett (Union Sales), T.Morton (Abloy Sales), K.Barry (Yale
Sales), R.Tame (Thinkflow), P.Deans (Cyl RIM), D.Gilbert (Export), P.Curtis
(Purchasing), I.King (Planning), D.Perry (Operations Director)
Questions to be answered by the maps
Order Fulfilment system: How do we offer a delivery date?
Order Forecasting and management: Do we achieve the promised delivery date?
Inventory: What inventory do we have where, for how long, for who?
Financials: What sales did we achieve, with what working capital, at what operating expense? What was the throughput?
Do we have a joined-up system? Is the system predictable?
How do we forecast future demand?

How do we set inventory levels for make to stock items?
How do we offer a delivery date?
Do we achieve the promised delivery date?
How well does production perform?

How well is capacity described in assembly and primaries?
How are batch sizes calculated?
How frequently are batch sizes reviewed?
What inventory do we have?

Where is it?
How long has it been there?
Why are we holding it?
For whom?
Did we achieve required levels of sales?
Was the throughput as expected?
Was the working capital as expected?
Was the operating expense as expected?
Are results predictable?
Order Fulfilment Map
Forecasting Map
Work In Progress Map
Financial Map
The Final Forecasting and Order

Management Map
The Final (?) Finished Goods Map

Assumptions
Uneveness
Average
Source
UKMANUF
FACTORED
FACT_PACK_UK
Check total
Grand Total
Average
Finished
Finished
Goods
Goods
Inventory
Overall
Inventory
last 3
Saving /
Min
overall in
months in
(Additions)
Order
Days
Days
's
Qty
Time
Time
Level
10
100
20
7
84
14
7
7
7
95
95
95
51.24
205.24
56.23
55.00
211.46
62.39
147.37
152.12
320,152
3,637,292
(94,860)
4280314
4,280,314
Target
Lead Review
Service
Over 's
Under 's
Nett 's
1,148,195
5,113,549
271,461
(828,043)
(1,476,257)
(366,321)
320,152
3,637,292
(94,860)
6,533,205
(2,670,620)
3,862,584
The Final Financial Map
Features of the Future State

1.
2.
3.
4.
Analyse the demand profile to determine which are suitable for

make to stock and make to order
Develop a forecasting system for finished goods (UK
Manufactured, Factored and Fact-Pack)*
Develop a forecasting system for the pre assembly buffers*
(components located around the cells whether they be sourced
from primaries, or bought out components)
Develop a time based capacity planner for areas/cells which is
easy to use
1.
Technical
1.
5.
6.
Mass update to BPCS for routings
Design the pull mechanism to finished goods replenishment or

make to order such that it appears to be one system on the
shopfloor
Assist in the design of training required to prepare the plant for the
new system.
How much and where should we hold inventory?
We need finished goods if customers will not tolerate manufacturing lead times
We need intermediate inventories e.g. pre-assembly buffers to indicate by
consumption what must be replenished by upstream processes
Operational Kanban Structure
Primaries
Primaries
Final Assembly
Secondary Ops
Whse = [W2]
BO PARTS
Sequencing
Board/Planner
Painting
RAW MATERIAL
Plating
VOLUME
MORTICE
MACHINING
VOLUME
MORTICE
ASSEMBLY
SPECIAL
MORTICE
MACHINING
SPECIAL
MORTICE
ASSEMBLY
CYLINDERS
MACHINING
PRESSED
PARTS
CYLINDER
RIM
MACHINING
TURNED
PARTS
Subcontract
PADLOCKS
MACHINING
CYLINDERS
ASSEMBLY
CYLINDER
RIM
ASSEMBLY
PADLOCKS
ASSEMBLY
CASTING
Temporary Kanban Card

Printing Station
Key
Flow
Flow of
of Parts
Parts between
between Secondary
Secondary ops
ops
Flow
of
Parts
out
of
Kanban
Site
Flow of Parts out of Kanban Site
Formal
Formal Kanban
Kanban Site
Site
Kanban
Replenishment
Kanban Replenishment Signal
Signal
KANBAN CARD Example

Supermarket
shelf is
permanently
identified in
fixed location.
Each container
contains a card,
which are
passed to the
replenishment
process kanban
board and a
copy to
planning for
keeping the w/o
ERP system up
to date when
consumed by
final assembly

Case Examples
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Demand Categories
Type
Description
Normal
Continuous history with relatively high volumes, can be

forecast with confidence
Erratic
Intermittent history with medium to high volumes, can be

forecast with reasonable confidence
Lumpy
Very intermittent history with medium to high volumes, can

be forecast but with limited confidence. Preferably not made
to stock
Slow
Low volumes with some intermittent history, can be forecast

with limited confidence. More suitable to make to order
Management
Control
Very intermittent and unpredictable demand. Should not be

made to stock
New
More than 6 periods with zero demand but with 4 most

recent periods with demand greater than zero
All Demands Zero
No demand in the last 12 months

Sales Analysis Y Co
Demand Class
No of
Demand as
No of Parts Parts as a Demand
%
%
Normal
56
36.13%
18514
95.4%
Erratic
29
18.71%
611
3.1%
Lumpy
30
19.35%
280
1.4%
Management
Control
40
25.81%
0.0%
New
0.00%
0.0%
Active Demand
155
100.00%
19410
100.0%
No Demand last
12 months
63
Total
218
Y Sales Analysis (Sample of Normal Demand)
Y Sales Analysis (Sample of Normal Demand

with Seasonality spotted)
Y Sales Analysis (Sample of Lumpy Demand)
Safety stock data requirements
Summary:
For real optimum results, the One schedule fits all strategy is not true
To optimise results and flow, planning and scheduling has to use the most
appropriate solution for the department/ plant/ supply chain
The VATX concept is a simple way to understand typical characteristics and
issues of the systems
By studying the demand profile carefully and understanding the type of
plant you work in you can make an informed decision about which pull
system to adopt to deliver high customer service with less inventory which
will significantly improve bottom line performance.

John Darlington - VATX - 10 TOCPA - Feb 2014 - India - FIN

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10th International Conference of the

TOC Practitioners Alliance - TOCPA

Feb 21-22, 2014 Noida, India

VATX Flow Analysis: Core

10th International Conference of the TOC Practitioners Alliance - TOCPA

10th International Conference of the TOC Practitioners Alliance - TOCPA

VATX Flow Analysis

VATX is a constraint management method for

10th International Conference of the TOC Practitioners Alliance - TOCPA

VAT Analysis - Dominant Characteristics and Issues

10th International Conference of the TOC Practitioners Alliance - TOCPA

VAT Analysis - Dominant Characteristics and Issues

10th International Conference of the TOC Practitioners Alliance - TOCPA

VAT Analysis - Dominant Characteristics and Issues

Component supply important, cannot forecast accurately

10th International Conference of the TOC Practitioners Alliance - TOCPA

VAT Analysis - Dominant Characteristics and Issues

Typical: Food / Metal / Chemical

USUALLY A WELL DEFINED PROCESS FLOW

10th International Conference of the TOC Practitioners Alliance - TOCPA

UNIQUE CAPACITY IS THE KEY (This is what you sell)

Many materials and parts few finished

10th International Conference of the TOC Practitioners Alliance - TOCPA

Typical material flow:

SHIPS AIRCRAFT AERO WINGS BODIES

10th International Conference of the TOC Practitioners Alliance - TOCPA

Automotive, Electronic Instruments, Furniture, Hydraulic

What are the implications of

10th International Conference of the TOC Practitioners Alliance - TOCPA

Terminology: Planning and Scheduling

10th International Conference of the TOC Practitioners Alliance - TOCPA

Planning and Scheduling: Process Characteristics

To ensure there is sufficient capacity

To execute the plan

10th International Conference of the TOC Practitioners Alliance - TOCPA

Drum Buffer Rope,

10th International Conference of the TOC Practitioners Alliance - TOCPA

How does it apply to VATX

10th International Conference of the TOC Practitioners Alliance - TOCPA

Scheduling For Flow In a true V Plant

Schedules Essential At:

Scheduling For Flow In a true V Plant

Schedules Essential At:

10th International Conference of the TOC Practitioners Alliance - TOCPA

Scheduling For Flow In a true V Plant:

Schedules Essential At:

10th International Conference of the TOC Practitioners Alliance - TOCPA

Scheduling For Flow In a T Plant

Schedules Essential At:

10th International Conference of the TOC Practitioners Alliance - TOCPA

Scheduling for Flow in an A Plant

Best to produce an MPS for each centre, and use

Summary : - Planning and Scheduling

10th International Conference of the TOC Practitioners Alliance - TOCPA

VATX Analysis Applied:

10th International Conference of the TOC Practitioners Alliance - TOCPA

A Case Study example Its too expensive to stop

10th International Conference of the TOC Practitioners Alliance - TOCPA

DBR solution fits V plants very well: there are

10th International Conference of the TOC Practitioners Alliance - TOCPA

10th International Conference of the TOC Practitioners Alliance - TOCPA

VATX Analysis Applied:

10th International Conference of the TOC Practitioners Alliance - TOCPA