DBR takes into account Murphy's Law when developing the Buffer in that it includes a degree of protection for the unexpected. Any schedule or production plan must be productive, reliable, robust and realistic. “Productive” means it must relate to the market demand while contributing to and being measurable against the organization's goal; “reliable and robust” means that it must reflect the capability of the resources available and stand up to the inevitable disturbances or disruptions that will hit it; “realistic” means that it is capable of being done with the resources available, including material supply.
The philosophers of DBR conclude that the true constraint (the Drum) is the market. Therefore, for DBR to work effectively there must be full cooperation and communication between sales and operations. Sales cannot simply take orders and promise delivery with little or no input from operations.
To implement DBR, first identify all the processing, resource and marketing constraints within the entire system. These constraints will then factor into the planning, scheduling and controlling of all of the plant's resources. This exercise should provide a smooth and continuous flow of materials through the plant with minimal disruptions.