@mastersthesis {49784,
	title = {Using critical chain management methodologies to build a production schedule},
	volume = {Sloan School of Management, Engineering Systems Division, Leaders for Manufacturing Program},
	year = {2009},
	address = {Massachusetts Institute of Technology},
	abstract = {Critical Chain project management methodologies have been used for the last ten years to manage a wide range of projects. These methods, which apply Eli Goldratt{\textquoteright}s Theory of Constraints, have demonstrated the ability to complete projects faster and with greater predictability. While the focus of Critical Chain has been on projects of a finite duration, such as product development efforts, the application of these techniques in a more continuous, manufacturing setting can also bring about the same benefits of decreased time and increased predictability. In a customized product environment, where each product is a unique project, scheduling production requires more than the creation of a schedule and the management of manufacturing resources. Information must be created and managed from the moment a project is initiated through its implementation. It is the proper management of the essential project details across functions: materials, labor activities, and their timing, that enables faster project lead times and lower overall costs. ABB Raffin Electric{\textquoteright}s labor and material costs were 15\% higher than expected for 2008 due to cost and schedule slippage. This thesis shows how a process for managing project information could have recovered 75\% of the lost costs through the proper management of materials and labor activities. Costs and activity durations were estimated using a tool that combined small, common groups of materials and labor activities into complex assemblies.
(cont.) These assemblies were then translated into a set of common instructions for execution. A Critical Chain production schedule managed the execution of these work instructions and balanced resources among all active projects. Finally, a process for feeding back information from finished projects enabled more accurate future estimates.},
	author = {Poppe, Clayton D.},
	editor = {Sloan School of Management. and Massachusetts Institute of Technology. Engineering Systems Division and Leaders for Manufacturing Program}
}
