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首页> 外文期刊>International Journal of Production Research >Implementing theory of constraints in a traditional Japanese manufacturing environment: the case of Hitachi Tool Engineering
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Implementing theory of constraints in a traditional Japanese manufacturing environment: the case of Hitachi Tool Engineering

机译：在传统的日本制造环境中实施约束理论：以日立工具工程公司为例

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摘要

This research presents a case study of a virtual 'textbook' application of the theory of constraints (TOC) in a Japanese tool manufacturing company. Hitachi Tool Engineering uses state-of-the-art technology to design and manufacture cutting tools known as End-mills. The plant described in this study is a classic V-plant and exhibited all of the standard problems of a traditionally managed V-plant, existing within the unique framework of Japanese work culture. Plant management applied the five focusing steps and used the operations strategy tools, including drum-buffer-rope and buffer management, to improve the system. Following the approach recommended by Eli Goldratt, the thinking process tools of current reality tree and evaporating clouds were used to help identify and resolve problems when the implementation encountered major obstacles. While the implementation was a huge success, the devastating effect of a core problem being left unresolved is well documented. The implementation generated significant improvements in work-in-process inventory, production lead time, on-time delivery, productive capacity, inventory turnover, product quality, sales volume, and profitability. Moreover, management has extended the introduction of TOC to the non-manufacturing functions and TOC is becoming the common company culture that bridges four culturally diverse manufacturing plants.
机译：这项研究提供了一个在日本工具制造公司中对约束理论（TOC）进行虚拟“教科书”应用的案例研究。日立工具工程公司使用最先进的技术来设计和制造称为立铣刀的切削刀具。这项研究中描述的植物是一种经典的V型植物，并展现了在日本工作文化的独特框架内存在的传统管理V型植物的所有标准问题。工厂管理人员采用了五个重点步骤，并使用了包括鼓式缓冲绳和缓冲管理在内的操作策略工具来改进系统。遵循Eli Goldratt推荐的方法，当实现遇到重大障碍时，使用当前现实树和蒸发云的思维过程工具来帮助识别和解决问题。尽管实施取得了巨大的成功，但没有解决的核心问题的毁灭性后果已得到充分证明。该实施极大地改善了在制品库存，生产提前期，准时交货，生产能力，库存周转率，产品质量，销量和盈利能力。此外，管理层已将TOC的使用范围扩展到了非制造部门，并且TOC正在成为连接四个文化差异化的制造工厂的共同公司文化。

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