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Goldratt and the theory of constraints. the quantum leap in management.
Businessmen and managers, consultancy clients, readers of the Goldratt novels, and workshop attendees often ask: What is this Theory of Constraints' How can it benefit me' How is it different from other management theories' Is there something I can read to quickly understand its funda...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified] :
Ibidem-Verlag.
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| Colección: | QuiStainable business solutions.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Table of Contents; Preface; Why this book?; Acknowledgements; What are the goals of the ToC?; So what are the benefits to me?; So who was Eli Goldratt?; How did the ToC come about?; Why "Theory ...?"; " ... of Constraints?"; So where is the ToC today?; What are my business targets?; Earn money; Excite markets; Ongoing improvement; Secure employment; Profitable growth; Food for thought; Earning money-what exactly does it mean?; Throughput (T); Inventory/Investments (I); Operating expense (OE); Financial decisions; How successful are we?; Net Profit (NP); Return on Investment (RoI).
- Productivity (P)Investment Turns (IT); Food for thought; What keeps us from earning money?; There is a constraint!; Five steps toward continuous improvement; 1. Identify the constraint; 2. Decide how to optimize use of the constraint; 3. Everything else must be subordinate to thisone decision; 4. Elevate the constraint; 5. Start over if the constraint shifts; Food for thought; We are not producing enough!; Problem: Local optima; Dilemma: But we do need local optima!; Idle resources are a waste; Solution: Drum Buffer Rope; Drum; Buffer; Relay runner work ethic; Buffer management.
- The dangers of successShifting the constraint; Relay runner work ethic; Buffer management; The dangers of success; Shifting the constraint; Food for thought; What about finances?; Dilemma: Throughput vs. Costs; The chain analogy; Managing the chain in the "cost world"; Managing the chain in the "throughput world"; The core conflict; Do costs really follow the additive rule?; Solution: The Throughput accounting system; How much profit do we make from our products?; Find the constraint; Determine the throughput created by the product; Determine usage of the constraint.
- Calculate the relationship between throughput andconstraint usageBusiness profit; Is the investment worth it?; Impact of Investment on Throughput; Increasing the constraint's capacity; Increasing the demand for X; Decreasing the costs of raw materials or purchased parts; Conclusions; Impact of Investment on Operating Expenses; Impact of Investment on Inventory and Investment Levels (I); Manufacturing yourself or purchasing?; What about inventory?; Food for thought; What lies behind the constraint?; The inherent simplicity of complex systems; An analogy: A visit to the doctor; Diagnosis.
- Treatment planCarrying out the treatment; The methods of effective thinking; What needs to be changed?; Tool 1: The Conflict Cloud; Tool 2: The Current Reality Tree; Where should the change lead?; Tool 3: Resolving the conflict; Tool 4: The Future Reality Tree; How do we bring about these changes?; Tool 5: The Prerequisite Tree; Tool 6: Transition tree; Food for thought; Our stock levels are too high ... and often too low!; Dilemma: Large warehouse or small warehouse?; What is distribution?; Constraint: The client willing to buy; Using the constraint; How high do stock levels need to be?