MGSC 395 EXAM 2 2025 UPDATE Verified Questions
And Answers | Guaranteed Success!!
Theory of constraints (TOC) Cycle - (ANSWER)1. Identify the constraint
2. exploit the constraint
--maximize the TP of the bottleneck
3. subordinate all non-constraints
--Align all other processes with the bottleneck
4. elevate the constraint
--consider increasing the capacity of bottleneck
5. do not let inertia set in
--follow-up to see if you've created a new bottleneck. Repeat steps 1-4 for the
new bottleneck
REPEAT
constraint management--theory of constraints - (ANSWER)systematic
management approach that focuses on actively managing those constraints that
impede a firm's progress toward its goal of maximizing profits and effectively
using resources
deliberate process for identifying and overcoming constraints
**focuses on bottlenecks that constrain the system as a whole
,--utilization of the bottleneck must be maximized to improve the throughput (the
amount of material or items passing thru a system or process)
*assuming demand is sufficient
who developed the theory of constraints/ when and what book was used/ how
did it help - (ANSWER)eli goldratt in the 1980s
the book The Goal was used to help people internalize the concepts
what is the focus of TOC - (ANSWER)the focus is on material flowing more rapidly
through the entire system to improve financial performance
what is a "constraint" in TOC - (ANSWER)any factor that limits the performance of
a system and restricts its output
every process has some type of constraint (external & internal)
constraints need to be recognized and addressed
types of constraints and examples - (ANSWER)physical--machine, labor, work
cells, material, space, quality
demand--shortages of demand, work stoppages at customers
, management--politics, metrics, mindsets
Key principles of TOC: go back thru slides 5-10 - (ANSWER)1. the focus should be
on balancing flow, not on balancing capacity
2. Maximizing the output and efficiency of every resource may not maximize the
throughput of the entire system
3. An hour lost at bottleneck or constrained resource is an hour lost for the whole
system
***an hour saved at a non-bottleneck resource does not make the system more
productive
4. Inventory needed only in front of bottlenecks and in front of assembly shipping
points
***to assure bottleneck doesn't lose time (inventory in front of bottleneck) & to
assure you meet customer demand (inventory in front of finished goods)
*protection*=buffers--bottleneck and sales
5. work should be released into the system only as frequently as needed by the
bottlenecks
**bottleneck flows=market demand
And Answers | Guaranteed Success!!
Theory of constraints (TOC) Cycle - (ANSWER)1. Identify the constraint
2. exploit the constraint
--maximize the TP of the bottleneck
3. subordinate all non-constraints
--Align all other processes with the bottleneck
4. elevate the constraint
--consider increasing the capacity of bottleneck
5. do not let inertia set in
--follow-up to see if you've created a new bottleneck. Repeat steps 1-4 for the
new bottleneck
REPEAT
constraint management--theory of constraints - (ANSWER)systematic
management approach that focuses on actively managing those constraints that
impede a firm's progress toward its goal of maximizing profits and effectively
using resources
deliberate process for identifying and overcoming constraints
**focuses on bottlenecks that constrain the system as a whole
,--utilization of the bottleneck must be maximized to improve the throughput (the
amount of material or items passing thru a system or process)
*assuming demand is sufficient
who developed the theory of constraints/ when and what book was used/ how
did it help - (ANSWER)eli goldratt in the 1980s
the book The Goal was used to help people internalize the concepts
what is the focus of TOC - (ANSWER)the focus is on material flowing more rapidly
through the entire system to improve financial performance
what is a "constraint" in TOC - (ANSWER)any factor that limits the performance of
a system and restricts its output
every process has some type of constraint (external & internal)
constraints need to be recognized and addressed
types of constraints and examples - (ANSWER)physical--machine, labor, work
cells, material, space, quality
demand--shortages of demand, work stoppages at customers
, management--politics, metrics, mindsets
Key principles of TOC: go back thru slides 5-10 - (ANSWER)1. the focus should be
on balancing flow, not on balancing capacity
2. Maximizing the output and efficiency of every resource may not maximize the
throughput of the entire system
3. An hour lost at bottleneck or constrained resource is an hour lost for the whole
system
***an hour saved at a non-bottleneck resource does not make the system more
productive
4. Inventory needed only in front of bottlenecks and in front of assembly shipping
points
***to assure bottleneck doesn't lose time (inventory in front of bottleneck) & to
assure you meet customer demand (inventory in front of finished goods)
*protection*=buffers--bottleneck and sales
5. work should be released into the system only as frequently as needed by the
bottlenecks
**bottleneck flows=market demand
