Welcome to TOC Reference Bank and check out
what the world’s leading organizations have achieved through
the logic of Theory of Constraints.
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Boeing
The PCB shop has achieved a 75% reduction in lead time; a 60% reduction in WIP inventory; and a 150% increase in Throughput and an on-time delivery rate that approaches 100%
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Ford Motor Company
Reduced lead times by an additional 60-80% and improved on-time to 98%; reduced quality defects by 50%; improved investment effciency by 20% and on-time delivery by 38%
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General Motors
Constraint plants are identified across the corporation, and teams are sent in to work with the resident throughput engineer to increase the rate of throughput improvement, using basic TOC techniques until the plant is making schedule without overtime.
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Motorola
Increased throughput by 150% and reduced cycle times by 20%. Benefits to the Fab plant came in terms of added capacity allowing the addition of more technologies to the line.
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Pharmacia
In a very short time, Lead time was reduced over 60%, due-date delivery improved to over 90% and throughput increased and package rate was increased from 20 per month to 50 per month (a throughput increase of over150%)
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Rockwell International
Delta engine program realized a 33% reduction in cycle time
and a 25% reduction in costs. Manufacturing discrepancies reduced 31% and material
reviews reduced 44%.
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Unilever
4X4 process was used to develop strategy. Unilever went live with TOC rules and reports in place. During the implementation the constraint shifted from external to interal and is being addressed
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Whirlpool Corporation
Whirlpool reduced the manufacturing cycle time to one day. Simultaneously inventory turns were improved five fold
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