The Naval Aviation Enterprise Case Study Summary

The manufacturing firm situated in Japan is a batch producer of products with a world class quality where their operations were fundamentally different from the final stage assembly line. They had reached a point where they had no additional capacity to meet the rising demand. To overcome this inefficiency and to satisfy the growing demand, Dr. Youngman and his team implemented the Theory of Constraints approach into the organization. They used a production simulator among all management units that helped them obtaining a professional planning function which led to good amounts of benefits later on. Theory of constraints style identified several constraints in every production area which was used to build a constraint based Professional Planner that identified an individual set-up along with the machine and job at that time of activity which later became significantly more visual with the help of photographs of each activity.
In the Velocity case study, the underlying …show more content…
They were well established on the basis of Intermediate Maintenance Activities (IMA’s) and organizational activities.
To satisfy the increase in demand for aircrafts the Goldratt Institute formulated a new organizational style, the Velocity approach which is a combination of speed and direction applied to a business model. It is based on the concepts of Theory of Constraints (TOC) – the system architecture, Strategic Design Activate Improve Sustain (SDAIC) – the deployment framework and Theory of Constraints Lean Six Sigma (TOCLSS) – the focused improvement process. The main goal of the new enterprise was to achieve readiness while meeting mission requirements and simultaneously reducing inventory and operational