In capacity planning, creating a buffer (support) team using lean production, theory of constraints and agile production techniques and an example of a manufacturing company in the automotive sector

As a result of industrial development in the world, new productions methods were developed. Companies have targets as using sources efficiently, answering customer requirement, in a short time as possible. This research was done in a global company which take place in automotive industry. Company has different types of products. As a result of this difference capacity planning problem occurs. Company decided to get additional capacity because existing capacity was not enough to answer the demands. Product quality is one of the important issue, so company decided to creat a new support team. The aim of this research, capacity planning with new planning support team using methods; lean management, agile management and Theory of Contraints. Company has a lean production system. As a first step for this research to understand wastes of company, muda analysis was done. According to muda analysis results, value stream map was prepared. Possible improvements were done and others were planned than future state value stream map was drawn. Also contraints of this system was detected with muda analysis. For elimination of contraints, 2 methods were used. These methods were the 5 steps of Constraints Theory to focus on and the logical thinking processes of the Theory of Constraints. For the second step, it was realized that, agility of this team must be analyzed. Quantitative search method was used. For data collection, survey which was prepared based on Sharifi agility survey and Yıldız's agility survey (2011) was done to 70 team members. In analysis step; Croanbach Alpha analysis was done for reliability, KMO Bartlet test and Factor Analysis were done to control validity of data. Percentage distributions and arithmetic averages were done for demographic factors, analysis of standard deviation and arithmetic averages for factors were done for leading to agile production, analysis of arithmetic averages and percentage distributions were done for analysis of agile production tools, and Pearson correlation analysis were used to test hypotheses. Support teams agility survey was acceptable, after this analysis system contraits were detected.