Bottleneck in a Process
Bottlenecks in a Process
OPS/571
November 17, 2012
Professor Brooks
Bottlenecks in a Process Week Three’s assignment reflects the data collected in week one on customer service. Several factors affecting the process design determined a defect in the system. In this week’s assignment a brief discussion on the process from week one along with a discussion of the “main bottleneck in process is the topic” (University of Phoenix, 2012, p. 4). “Goldratt’s theory of constraints will also be identified and how to overcome the process bottlenecks” (University of Phoenix, 2012, p. 4). Process Identified Week The process identified in week one was Coca-Cola’s customer service calls. There were two factors that affected the process design, one was human factor, and the other was technology. The organization has two ways of getting customer service calls to the managers by text and e-mail. Bottlenecks Identified Investopedia, 2012 states that “bottleneck is a point of congestion in a system that occurs when workloads arrive at a given point more quickly than that point can handle them. The inefficiencies brought about by the bottleneck often create a queue and a longer overall cycle time” (para. 1). The bottleneck identified in the process were human factors, cellphones, and air cards Applying Goldratt’s Theory The company first defined the “basic issues, the purposes, goals, and the performance measures” (Chase, Jacobs, & Aquilano, 2006, p. 721). Goldratt’s Theory of Constraints applied in identifying the system constraints whereas the weakest link was found to be lack of communicating the information required to reduce the large number of customer service calls. The company used this information to come up with project management given to a responsible individual to overcome and resolve the constraint. The goal was met and according to Chase, “et al.,” (2006) the “notion of synchronous manufacturing refers to the
OPS/571
November 17, 2012
Professor Brooks
Bottlenecks in a Process Week Three’s assignment reflects the data collected in week one on customer service. Several factors affecting the process design determined a defect in the system. In this week’s assignment a brief discussion on the process from week one along with a discussion of the “main bottleneck in process is the topic” (University of Phoenix, 2012, p. 4). “Goldratt’s theory of constraints will also be identified and how to overcome the process bottlenecks” (University of Phoenix, 2012, p. 4). Process Identified Week The process identified in week one was Coca-Cola’s customer service calls. There were two factors that affected the process design, one was human factor, and the other was technology. The organization has two ways of getting customer service calls to the managers by text and e-mail. Bottlenecks Identified Investopedia, 2012 states that “bottleneck is a point of congestion in a system that occurs when workloads arrive at a given point more quickly than that point can handle them. The inefficiencies brought about by the bottleneck often create a queue and a longer overall cycle time” (para. 1). The bottleneck identified in the process were human factors, cellphones, and air cards Applying Goldratt’s Theory The company first defined the “basic issues, the purposes, goals, and the performance measures” (Chase, Jacobs, & Aquilano, 2006, p. 721). Goldratt’s Theory of Constraints applied in identifying the system constraints whereas the weakest link was found to be lack of communicating the information required to reduce the large number of customer service calls. The company used this information to come up with project management given to a responsible individual to overcome and resolve the constraint. The goal was met and according to Chase, “et al.,” (2006) the “notion of synchronous manufacturing refers to the