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BasicTOC Timebuffers,Stockbuffersand
bufferManagementThekeyinsightsandtheiruniversal
usePresentedby:EliSchragenheimBlog:[email protected]:February28,2018
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Who needs buffers?
• Definition(Merriam-Webster):ameansordeviceusedasacushionagainsttheshockof
fluctuationsinbusinessorfinancialactivity– Mydefinition:aprotectionagainstthenegativeimpactofuncertainty
• Everybodyusesbuffersallthetime!– Weaddabuffertoourestimationofcompletingamission
– Wegotooearlytotheairporttocatchaflight
– Wehavestockoffoodinourhomefor‘justincase’
– Wecarrycash,notjustacreditcard,inaccessofwhatweneed
• Buffersareseldomusedofficiallyinorganizations!– Isitcommontorecruitanemployeeorbuyamachinebecause“wemight
needit”?
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Drum-Buffer-Rope
• Thekeymethodologyformanagingproductionandmissionsconsistsofthreeparts:– TheDrum:Thekeyplanningforaperiodoftimebasedonthe
‘exploitation’schemefortheconstraint– Buffer:thetimegiventocoverasequenceofoperationsfromthestart
uptotheprotectedarea– Rope:Notlettingthebuffertobelongerthanitsdecidedsize.
Practicallyitmeansstartingtheordernotearlierthan:due-dateforcompletionminusthetime-buffer.Itisoftencalled:chokingtherelease
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More on time-buffers
• Time-buffersprotectthetimecommitmentwehavetomake– Thetimebufferisaliberalestimationofthetimeitmightberequired
tomeetthetimecommitment
• Itisdefinitelyandknowinglylongerthantheaveragetimethesequenceofoperationsmighttake!
• Itconsidersacertainlevelofuncertaintythatcouldimpactthelead-timetofulfillthecommitment
• Theuncertainimpacthastoincludeotherworkthatmightcompeteonthetimeoftherelevantresources,downtimeandqualityproblems
• ItdoesNOTconsiderveryrareeventsthathavehugeimpactoneverythingwedo,likeanactofterror
• Mostbuffersaredesignedtoprotectfromcommon-and-expecteduncertainty
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Visibility as a unique feature of TOC buffers
• Buffershavetobeanintegralpartofanyplanning!– Becausenoplanningforthefuturecanbedeterministic
– Andbecauseachievingtheplanningobjectivesistrulyimportanttous
– ThebuffershavetobeVISIBLEaspartoftheplanning
• Withoutvisibilityofthebuffers–theytendtobewasted!– Becausehiddenbuffersmeanstheplannerdoesnotwanttorevealthe
existenceofbuffersandthusthebuffershavetobefullyconsumed
– Thereasontohidebuffersisthatstrivingforefficiencyeverywhereinterfereswithusingformalbuffers
– Theactualresultofintroducinghiddenbuffersandthenconsumingallofthemispartoftherealityofthevastmajorityofallorganizations
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Placement of the buffers
• Whatneedstobeprotected?– Certainlythecommitmentstotheclients
– Possiblyensuringtheproperexploitationofcapacityconstraints– Possiblytheavailabilityofmaterials
– Possiblyensuringtheavailabilityofcapacityofresourceswhentheyaretrulyneeded
– Possiblytryingtorestraintheimpactoffluctuationsthatdirectlyconsumethekeybufferprotectingthecommitment
• Thereisnoneedtoprotecttheefficiencyofnon-constraints• Theaboveneedsleadtowherebuffersaretrulyneeded
– Certainlynoteverywhere,whichistheregularcasewhenthebuffersarehidden,aseverystepisprotected
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Time buffers in Production and in Projects
• Timebuffersprotecttime-commitments• InProductiontheaccumulativetouch-timeisasmallpart
(<10%)ofthetotalproduction-lead-time– Mostofthelead-timeisspentwhentheproduction-orderswaitfor
resourcestobecomeavailable– Thereisnogaininseparatingthenettouch-timefromthebuffer– Thetime-bufferistheoveralllead-timegivenbytheplanningfrom
order-releasetothedue-date• Anditshouldbeenoughtoovercomeallregularfluctuations
• InProjects–theProjectBufferisaddedtothelongestchainoftasksfromthestarttotheend– Wherethetasksareestimatedas50%confidenceofcompletion– ThenwehaveFeedingBufferstoprotecttheProjectBufferfrom
disruptionsofshorterchainsthatconnecttothelongestchain
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Shipping buffer in Simplified-DBR
TheShippingbuffercoversallthetimefromorderrelease,includingalltheassemblylegsuptocompletion
TheCapacity-Constraint-Resource(CCR)doesnothaveaspecialtime-bufferinSimplified-DBR
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Time buffers in projects
TheCriticalChain–thelongestchain TheProjectBuffer
Feedingbuffers
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Stock buffers
• Whyweneedstockbuffers?– Whynottranslateintotime?
• Likemaintainingthreeweeksofstock
– Translatingstockintotimemeansusingforecast• Thetranslationthroughforecastincreasestheoveralluncertainty• Oneresultingeffectisthattheinventorylevelchangesevenwhenthestockhasnotchanged
• Usingstockbuffersisfocusedonprotectingtheimmediatedemand– Allowingtheofferingofperfectavailability
• ThereareTWOseparateimpactsonthelevelofon-handstock:1. Themarketdemand.Boththeaverageandtheleveloffluctuations2. Thesupply.Boththeaverageandtheleveloffluctuations
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The new angle of stock buffers
• TheideaoftheTOCstockbuffersisthattheyencompassboththeon-handstockANDthestockinthepipeline– Thatmeansproductionorpurchasingordersarepartofthebuffer!!!
• Theaccumulationofon-handandpipelineisheldfix• Unlikethecommonapproachthatlookforfixingthetargetinventory
– Whenstockgoesoutofthebuffer,eitherforsaleorbeingscrapped,thenareplenishmentorderhastobereleasedintothepipeline
– ThereplenishmentorderdoesNOThaveanydue-date!
• Thesizingofthestockbuffersdependson“reliablereplenishmenttime”– Whichputsaspecialfocusonreducingthereplenishmenttime
• Theideaofnotincreasingthebufferjustbecauseitispossiblestillholdsforstockbuffersaswell
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The true breakthrough: Buffer Management
• ItisdifficulttounderstandbufferswithoutbuffermanagementOnceabufferisaformalandvisiblepartoftheplanningthen
theactualstateofthebufferguidesustodeducethetruepriorities;whilethebehaviorofthestateofthebufferreveals
whetherthebufferisaboutrightornot• Theideaisthatduringtheexecutionthepenetrationsintothe
bufferwouldberecordedandmonitored• Whenmostofthebufferhasbeenalreadyconsumedthen
thereisarealthreattotheprotectedarea– Insuchacaseweliketobenotifiedinordertodecidewhatcanbedone
topreventthepossibledamagetotheprotectedarea(commitment)– Whentoomanybuffersget“red”status,oraverycriticalpenetrationis
notquicklyfixed–thensomethingiswronginthebufferingsystem
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The buffer status
• Welookforasimple,yetveryeffective,waytorepresentthecurrentstateofthebuffer– Weneedsimplicitytomakethemessageclearandeasytofollow
• Theideaforthemajorityofthebuffers:Dividethebufferintothreeequalparts:green,yellowandred
– Foratypicaltimebuffer:thefirstthirdofthetimetheorder/missionisingreen,thenitturnsyellow,after2/3ofthetimeitbecomesred
• Oncetheorder/missionisfinished–themonitoringstops,butstatisticscouldbegatheredforhowmuchofthebufferwasconsumedattheend
– Penetrationintothelastthirdofthebuffer,notedbytheRedcolor,signalsaneedtoexpeditetheorder/mission
• Assumingthereisjustenoughofthebuffertomeetthecommitment,ifsuchspecialattentionistaken
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The buffer status for stock buffers
• Thebufferisstockthatisspreadalongthepipelineandon-hand
• ThebufferstatuslooksonlyontheON-HANDstock–andmeasurehowmuchismissinguptothetoplevel– When0-33%ofthebufferismissingfromtheon-handthestatusis
Green– Between33-67%missing–thestatusisYellow– Morethan2/3ofthebuffermissing:itisRed– Shortage–meansBlack
• Thestatusofanorderinthepipelineis:Lookingdownstreamhowmuchstockexists–andhowmuch
ismissingtothetopofthebuffer
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The priority system and the underlining assumptions
• Partofthepowerofbuffermanagementistoestablish
Oneclearprioritysystemforthewholeflow– IftherearemorethanONEsetofprioritiesthentheactualresultis
notbeingabletofollowanypriority
• Thesimplepriorityschemeis:
Red>>Yellow>>Green>>Nopriority
• WhataboutBlack?– Meaningordersthatarealreadylate,ortheon-handstockisempty
– Whenwehaveblackorderstheirprioritieshavetobere-evaluated!
• Becauseacertaindamagealreadyoccurred,somaybethecurrentredsareevenmoreimportanttokeeptheircommitment,ordeliveringtheblackfastisstillthetoppriority
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Identifying what blocks the flow
• Buffermanagementcanbeusedtoidentifyblockagesintheflow– Whatwecalla“blockage”issomethingthatcausesanordertobecome
Red• Fortime-buffersitmeansfluctuationsthatcausesignificantdelaysthatcould
easilypushanorderintotheRed
• Itcouldbecausedbyexcessivesetupsorprocessingtimes,butalsoqualityproblemsthatrequirere-work
• Unavailabilityofmaterials,ortemporarybigloadonaresource
• Stockbuffersareimpactedbytwodifferentdisturbances:
– Fluctuationsthatcausetoolongdelays–thesameasfortime-buffers
– Suddenbigsale–wayabovetheaverage,orhavingtoscrapend-products
• TheideaistogenerateParetoListofwhatactuallycausedorderstogointotheRed,orstayintheRedfortoolong– Andthendothecause-and-effectanalysistofindtherootcauseandfixit
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Buffer management for projects and long missions
• Therearecaseswherethesimple1/3divisionisnotenough1. Whenthetimebufferprotectsverylonglead-time
– Theconcernisthatthestartingtaskswouldconsumealotofthebuffer–ontheexpenseofallsubsequenttasks• BecausewhenthebufferstatusisstillintheGreenitseemsnoonecares
– Thus,wehavetousethepaceofbufferconsumption,relativetothecompletedpart,todecidewhetherthesituationisaboutrightornot
2. Whenthestockbufferisfedbylonglead-time,andverylittlepossibilitytoexpedite– Thisisatoughsituationformaintainingstock.Increasingthebufferis
notgoodenough.Expensiveexpeditingismuchpreferable
3. Whenthereplenishmenttimeisprettyconstant– Thenthe1/3red-zonemightbetoolarge
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Expediting as a formal managerial move
• Agenericmeanstodealwithuncertaintyistoprovideflexibilitytoreactfasttoanydisruption
• Thestatusofthebufferisusedtoidentifythesituationwherethatflexibilityistrulyrequired– Thus,thereisaneedtopreparethemeansforurgentreaction
• Sometimesjustgivingtherightprioritiesisenough
• Inothercasesmeanslikeovertime,outsourcingorjustcallingthebestexpertsforassistancehavetobeaspartoftheoperationalsystem
Whenthereisnopracticalwaytoprovideexpeditingthenthebuffershavetolarger
Andthenthevalueofbuffermanagementismainlytoprovidefeedbackontheeffectivenessofthebuffers
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Too much green – a warning signal
• Wesomehowexpectthatmostorders/missionswithatime-bufferwouldfinishinYellow– TherecouldbeexceptionswheremanyfinishinRed,butthenthey
finishinonedayorso
– WhenordersfinishinGreenitmightpointthatthebufferistoolong
• Similarexpectationsexistforstockbuffers– BeinginYellowisanaturalgoodsignal
– ToolonginGreenisanindicatorthatthebufferistoolarge
• ToomuchGreenrequiresspecialcare– Becausenoonelikestobeexposedtomuchbiggerdamagewhenthe
bufferistoosmall
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Too much Red
• Thereismoresensitivitytoidentifywhenthecurrentbufferisnotenoughthantobeconvincedthebufferistoolarge– Whilethismightcause,onaverage,tousesomewhatlargerbuffersthan
required,thisisusuallythesmallerpricetopayforthebenefitofachievingstableandreliabledeliveryperformance
• Toomuchredisanindicatorbasedontoofrequentdeeppenetrationsintothered– Warning:
Notalwaystheresponseto“toomuchred”shouldtoincreasethebuffer!
Because,whenthereasonistheemergenceofacapacityconstraintthentheresponsehastobeincreasingcapacityorreducingthefirm
demand!
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Between time/stock and capacity
• Thekeyvaluebuffersistobereliablein~95%ofthecases• But,whentheloadononeresourcecomestoocloseto100%
thentime/stockbuffersonlydelaytheproblem• Itiscriticaltounderstandthetwonecessaryconditionsfor
goodexploitationandsubordinationtothemarketconstraint– Havingenoughprotectivecapacitytosupporttheexploitationscheme
• Bothtothemarketandtothecapacityconstraint,wheneveractive
– Subordinationhastoprotectthemarketandtheinternalconstraintfromfluctuationsintherestofthesystem
• Bothtimeandstockbuffersarekeytoolsforsubordinationtocoverfortheexistinguncertainty
• Buffermanagementisthemajortooltokeepthesubordinationeffectivebysettingtherightpriorities
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Strategy angle of handling uncertainty
• Reliabledelivery,meetingallcommitmentstothemarketisaworthystrategicobjective
• Thebiggestthreattomeetingcommitmentsisfromcommonandexpecteduncertainty– Ontheotherhand,gainingthereputationofbeingveryreliableisa
bigbusinessopportunity• Handlinguncertaintyrequiresmorethanbuffers
– Maintainingflexibilityandprotectivecapacity– Findingwaystoreducetheamountofuncertainty– Buffersareacriticalelementforprotectingwhatistrulyvaluable– Buffermanagementallowstogainfromuncertainty
• Reducingthebuffersandkeepingtherightprioritiesleadtosuperiorreliabilityrelativetoallcompetitors
• Alsoprovidingwaystoidentifywhatblockstheflowmorethanothers
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Widening the scope for buffers and buffer management
• Budgetplanning– Budgetssufferfromthesameproblemsasprojects:
• Therearetoomanyover-budgetsandalmostneverunconsumedbudget– Budgetsneedtobebuffered
• Theusualreserveclauseisridiculous–uncertaintyissomuchmore• Needtohavebuffermanagementthatisstrongerinthebeginningandmorepermissivetowardstheend
• Understandingcashbuffers– Creditlines,andothermeanstodrawcashwhentrulyneededare
buffersthatshouldbeformallyandvisibledefinesandmanaged• Capacitybuffer
– Quickmeanstoincreasecapacity,evenwhenitisrelativelyexpensive,whentrulyneeded
• Maintainingthesebuffersaddsoperatingexpenses,andthustheyhavetoclearlydefinedandbeingproperlymanaged
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Summary of the key points
• Formalandvisiblebuffershavetobeembeddedinanyplanning• Timebuffersprotecttimecommitmentsorintermediate
objectivesthatarecriticalforthetimecommitment• Stockbuffersprotectimmediatedemand• Timeandstockbuffersneedalsotheflexibilityofprotective
capacity• Buffermanagementisatoolfortheexecutionphasetoreach
theplanningobjectives• Buffermanagementmonitorsthecurrentstateofthebuffers
andgeneratewarningwhenspecialactionsarerequired– Alsogeneratefeedbackforbetterfutureplanning
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Ask me questions: it cannot be that obvious!
• EliSchragenheimstrivesto:SupportTOCImplementations
Everywhere!FeelfreetocontactEliregardingquestions,reservationsandcollaborationsinTOCinitiatives
• EliSchragenheimcontactdetails:[email protected]:elischragenheimMobile:+972522446423
Blog:www.elischragenheim.com