Theory of Constraints Store by Science of Business
I want to be clear here: When I say global improvement, I am talking about improvements that show up on the bottom line. Numbers Game? There is often a problem with how improvement results are measured. Too often, they are measuring local optima, with cost accounting principles that ignore whether or not actual bottom line or global flow gains are made. There are only two possible ways that actual impact to the bottom line occurs:. You need the pointer to make sure that the changes you make have the largest impact on the bottom line and for me, TOC is the best methodology for determining this.
TOC will show you the areas that, if improved, have direct impact on global throughput.
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- Building Lean Supply Chains with the Theory of Constraints?
Yes, I recognize that Lean has value stream maps. However, those are snapshots of the system at one point in time, and they are product-specific flows. They do NOT look at the aggregate and interconnected environment that most manufacturers live with every day. A Smoother Board It has been my experience that Lean produces the most refined, disciplined, and productive manufacturing process. If I walk into two environments, one that only used TOC and one that used only Lean, and they both made it five years into the journey with management staying committed, I would fully expect the Lean company to have had the most success in transforming their operation.
If we looked at the same two companies one year in, the reverse would be true. This is not about which methodology is better.
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The fortunate thing for companies is that TOC and Lean are pieces to the same puzzle and if used together, the results are formidable. Until then, please let me know how you have used the tools of TOC, Lean and Six Sigma to refine your continuous improvement projects.
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Kaizen There are two levels of kaizen Rother and Shook , p. This is kaizen for management.
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Process kaizen focusing on individual processes. This is kaizen for work teams and team leaders. Choose an Option Add to Cart. Format Print Printed books Traditional printed books available in…. Print - Hardback eBook - Electronic book text. Innovative strategies for building and managing the supply chain using Lean and the Theory of Constraints TOC With an emphasis on systems thinking, Building Lean Supply Chains with the Theory of Constraints uniquely integrates TOC with Lean, illustrating how these two philosophies complement and reinforce each other to create the smooth flow of goods and services through the supply chain.
Coverage includes: The lean supply chain roadmap Envisioning the lean supply chain: systems thinking Adopting a throughput world perspective Designing products and processes to fulfill customer needs Building a competitive operations strategy Partnering in the lean supply chain Streamlining the value stream Creating flow through the supply chain Managing projects the TOC way: critical chain project management.
Adopting a Thorough World Perspective Chapter 4. Building a Competitive Operations Strategy Chapter 6. Partnering in the Lean Supply Chain Chapter 7. Streamlining the Value Stream Chapter 8.
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