Sign in  |  Register
Advanced search
Publication Cover

CITATION

Cox III, James and Schleier, John. Theory of Constraints Handbook. US: McGraw-Hill Professional, 2010.

Theory of Constraints Handbook

Authors: James Cox III and John Schleier

Published:  June 2010

eISBN: 9780071665551 0071665552 | ISBN: 9780071665544
Open eBook
  • Contents
  • Preface
  • Acknowledgments
  • Section I: What Is TOC?
  • 1 Introduction to TOC—My Perspective
  • Focus
  • Constraints and Non-Constraints
  • Measurements
  • The Goal and The Race
  • Other Environments
  • The Thinking Processes
  • The Market Constraint
  • Capitalize and Sustain
  • Ever Flourishing
  • Strategy and Tactic Trees
  • New Frontiers
  • References
  • About the Author
  • Section II: Critical Chain Project Management
  • 2 The Problems with Project Management
  • Introduction
  • Purpose and Organization of the Chapter
  • Traditional Planning and Control Mechanisms in Project Management
  • Brief Review of Project Management Literature
  • Development of Guidelines
  • A Brief Overview of Critical Chain Project Management
  • Brief Review of Critical Chain Literature
  • Summary and Conclusions
  • References
  • About the Author
  • 3 A Critical Chain Project Management Primer
  • Introduction
  • Key Elements of Critical Chain
  • Scheduling a Single Project
  • Critical Chain Scheduling
  • Scheduling Projects in Multi-Project Environments
  • Project Control: The Power of Buffer Management
  • Project Budgeting
  • Project Reporting
  • Causing the Change: Behavioral Issues, Management Tactics, and Implementation
  • Summary
  • References
  • About the Authors
  • 4 Getting Durable Results with Critical Chain—A Field Report
  • Background
  • Purpose and Organization
  • Recap of Critical Chain
  • Practical Challenges in Implementing Critical Chain
  • Step-By-Step Process for Implementing Critical Chain
  • Lessons Learned
  • Frequently Asked Questions
  • Summary
  • References
  • About the Author
  • 5 Making Change Stick
  • Introduction
  • The Uptake Problem
  • The Cycle of Results (CORE)
  • Implementation Planning
  • Summary
  • References
  • About the Author
  • 6 Project Management in a Lean World—Translating Lean Six Sigma (LSS) into the Project Environment
  • Introduction: It's a Lean World
  • What Is the Project Environment's Point of View to Being Leaned?
  • What Do We Improve?
  • The Five Principles of Lean Applied to the Project Environment
  • Leaning Traditional Project Management
  • References
  • About the Author
  • Section III: Drum-Buffer-Rope, Buffer Management and Distribution
  • 7 A Review of Literature on Drum-Buffer-Rope, Buffer Management and Distribution
  • Introduction
  • Literature on Precursors of TOC and DBR
  • Literature on DBR Scheduling
  • Special Cases
  • Buffer Management Literature
  • TOC and Distribution
  • Problems with DBR
  • Summary and Conclusions
  • References
  • About the Author
  • 8 DBR, Buffer Management, and VATI Flow Classification
  • Introduction
  • Managing Flow—Planning and DBR
  • The DBR System
  • Managing Flow with DBR—An Example
  • Managing Flow—Controlling Execution and Buffer Management
  • Complex Production Environments and a Classification Scheme
  • V, A, T, and I Flows—Descriptions and Examples
  • Summary
  • References
  • About the Author
  • 9 From DBR to Simplified-DBR for Make-to-Order
  • Introduction
  • A Historical Background and Perspective
  • Three Views on Operations Planning and Execution
  • Challenging the Traditional DBR Methodology
  • Outlining the Direction of the Solution
  • Where S-DBR Fits Nicely
  • Implementation Issues and Processes
  • Looking Ahead to MTS
  • Suggested Reading
  • References
  • About the Author
  • 10 Managing Make-to-Stock and the Concept of Make-to-Availability
  • Introduction
  • Why Is a Special Methodology for MTS Required?
  • What to Do? The Direction of the Solution
  • Monitoring the Target Level Size—Dynamic Buffer Management
  • The Role of Protective Capacity and the Usefulness of Maintaining a Capacity Buffer
  • Generic Issues in MTA
  • Implementation Issues
  • References
  • Suggested Reading
  • About the Author
  • 11 Supply Chain Management
  • Introduction: The Current Practice of Managing Supply Chains
  • Problems with the Current System
  • The TOC Way—The Distribution/Replenishment Solution
  • Some of the Finer Points in Managing the TOC Distribution/ Replenishment Solution
  • Managing Seasonality in the TOC Distribution/ Replenishment Model
  • Implementing the TOC Distribution/Replenishment Model— How Can Software Help and Is It Really Needed?
  • Testing the Solution on a Smaller Scale
  • Managing the TOC Buy-in Process
  • Actual Results of the TOC Distribution/Replenishment Solution
  • Summary
  • References
  • Recommended Reading
  • About the Author
  • 12 Integrated Supply Chain
  • Introduction
  • Identifying the Real Problem—Rethinking the Scope of Supply Chain Management
  • A Brief History of MRP
  • Can MRP Meet Today's Challenge?
  • The MRP Conflict Today
  • The MRP Compromises
  • Actively Synchronized Replenishment—the Way Out of MRP Compromises
  • Case Studies
  • Summary
  • References
  • About the Authors
  • Section IV: Performance Measures
  • 13 Traditional Measures in Finance and Accounting, Problems, Literature Review, and TOC Measures
  • Introduction
  • Traditional Cost Accounting and Business Environment
  • Accounting's Response to a 20th Century Changing Environment
  • TOC Approach to Planning, Control, and Sensitivity Analysis
  • Possible Explanations for the Lack of TOC Literature in Accounting and Finance
  • Future TOC Accounting/Finance Research Needs
  • Summary and Introduction of Remaining Chapters in This Section
  • References
  • About the Author
  • 14 Resolving Measurement/Performance Dilemmas
  • Introduction
  • Global Metrics
  • Local Metrics
  • Feedback and Accountability Systems
  • A Case Study
  • Summary
  • References
  • About the Authors
  • 15 Continuous Improvement and Auditing
  • Introduction
  • Why Change?
  • What to Change?
  • To What to Change?
  • How to Cause the Change?
  • Summary of Continuous Improvement and Auditing the TOC Way
  • References
  • About the Author
  • Appendix A—Continuous Improvement Opportunity Templates
  • 16 Holistic TOC Implementation Case Studies
  • Introduction
  • Holistic Implementation of TOC in the Public Sector
  • Holistic TOC Implementation in the Private Sector
  • Recommendations and Summary
  • References
  • About the Authors
  • Section V: Strategy, Marketing, and Sales
  • 17 Traditional Strategy Models and Theory of Constraints
  • Introduction
  • Theories of Business Strategy
  • Marketing and Strategy
  • Sales and Strategy
  • Challenges for Strategy and Execution
  • TOC Contributions
  • Future Research Opportunities
  • References
  • About the Author
  • 18 Theory of Constraints Strategy
  • Introduction—What Differentiates a TOC Strategy?
  • Chapter Overview
  • Definitions and Foundations of TOC Strategy
  • Overview of TOC Strategy Applications in Manufacturing, Projects, and Consumer Goods Distribution/Retail Organizations
  • Four Generic Prerequisites/"Injections" for a Lasting Competitive Edge
  • Desirable Effects of a Good Strategy
  • Two Forms of Strategy and Tactics—TP and S&T Trees
  • Integrating Other Methodologies Such as Lean and Six Sigma
  • Dealing with Human Behavior in a Strategy
  • Summary
  • References
  • About the Author
  • 19 Strategy
  • The Popular Conception of Strategy
  • The System Concept
  • A Vertical Hierarchy
  • A Common Denominator
  • A Whole-System View
  • The OODA Loop
  • Strategy as a Journey
  • Orientation and Observation
  • Decision and Action
  • "Pro-Acting" Rather than Reacting
  • Fast OODA Loop Cycles
  • Summarizing Boyd
  • The Logical Thinking Process
  • The Intermediate Objectives Map
  • Constraint Management Model: A Synthesis of TOC and the OODA Loop
  • The Role of the LTP in the CMM
  • What about Steps 6 and 7?
  • Summary and Conclusion
  • References
  • About the Author
  • 20 The Layers of Resistance—The Buy-In Process According to TOC
  • Introduction
  • The Layers of Resistance to Change
  • Disagreement on the Problem
  • Disagreement on the Solution
  • Disagreement on the Implementation
  • Sense of Ownership: The Key to True Buy-In
  • Bottom Line
  • References
  • About the Author
  • 21 Less Is More—Applying the Flow Concepts to Sales
  • Introduction
  • Improving Flow
  • Preventing Overproduction
  • Local Efficiencies Must Be Abolished
  • A Focusing Process Must Be in Place
  • Summary
  • Addendum
  • References
  • About the Authors
  • 22 Mafia Offers: Dealing With a Market Constraint
  • Introduction: What Is a Mafia Offer?
  • Do You Have a Market Constraint?
  • Developing a Mafia Offer
  • Custom Label Printer—An Example
  • The Test—Is It a Mafia Offer?
  • What Did It Take to Make the Offer?
  • A Mafia Offer Is NOT
  • Where to Start?
  • Sustaining the Advantage and the Offer
  • It's a Business Deal
  • The Psychology of Delivering a Mafia Offer
  • Can You Create a Mafia Offer?
  • The Templates
  • Summary
  • References
  • About the Author
  • Section VI: Thinking Processes
  • 23 The TOC Thinking Processes
  • Introduction
  • The Nature, Development, and Use of the TOC TP
  • The Nature of Other Approaches to Problem-Solving and Decision Making
  • Lessons for TOC from the Literature
  • The Nature and Use of the TOC Thinking Processes Revisited
  • Summary
  • References
  • About the Authors
  • 24 Daily Management with TOC
  • Introduction—Purpose of the Chapter
  • Solving Daily Problems
  • From a Problem to the Solution Implementation
  • Conclusion—Problem Solving the TOC Way
  • References
  • About the Author
  • 25 Thinking Processes Including S&T Trees
  • Introduction: Anybody Can Be a Jonah!
  • The Basic Building Block—Cause-and-Effect Logic
  • Basic Terms and Mapping Protocol
  • Tools for Daily Decision Making and Problem Solving
  • Negative Branch Reservation (NBR)
  • Evaporating Cloud (EC)
  • The Integrated TOC Thinking Processes
  • What to Change?
  • The Bank Case: What to Change, Snowflake Approach
  • To What to Change
  • How to Cause the Change
  • The Strategy & Tactic Tree
  • Chapter Wrap-Up
  • References
  • About the Author
  • Appendix B: Categories of Legitimate Reservation [sup(1)]
  • 26 TOC for Education
  • Why Change?
  • What to Change?
  • What to Change to?
  • How to Cause the Change?
  • A Process of Ongoing Improvement
  • References
  • About the Author
  • 27 Theory of Constraints in Prisons
  • Introduction
  • What To Change?
  • What to Change to?
  • How to Effect the Change?
  • Results
  • Follow-on Implementations
  • Future Recommendations
  • Summary and Conclusion
  • About the Author
  • Section VII: TOC in Services
  • 28 Services Management
  • Introduction
  • Survey of Service Organizations TOC Literature
  • Brief Assessment of Service Management
  • TOC Concepts and Tools for Service Organizations
  • How to Implement the Change?
  • The Remaining Chapters in This Section
  • References
  • About the Authors
  • 29 Theory of Constraints in Professional, Scientific, and Technical Services
  • Introduction
  • Background
  • What to Change
  • What to Change to
  • How to Cause the Change
  • Summary
  • References
  • About the Author
  • 30 Customer Support Services According to TOC
  • Introduction—The Need for Change
  • What to Change
  • What to Change to
  • The Array of Service Offerings
  • Other Service Offerings
  • How to Implement the Change
  • Summary
  • References
  • About the Authors
  • 31 Viable Vision for Health Care Systems
  • Introduction
  • The Tools for Improvement
  • Undesirable Effects of the Current Health Care System
  • Defining the Goal of the Health Care System
  • Improving Quality and Quantity of Patient Flow through Health Systems
  • Elaborating on the 5FS
  • Thinking Processes for Identifying Root Cause of Physical Constraints to the Flow of Patients
  • Throughput Accounting for Performance Measurement and Decision Making in Health Care
  • Strategy and Tactic Tree to Implement and Achieve the Viable Vision
  • A Case Study of VV Success
  • General Discussion
  • References
  • About the Author
  • Appendix A: Strategy and Tactic Tree for Viable Vision
  • Addendum: Excerpt from the Book Vision for Successful Dental Practice
  • 32 TOC for Large-Scale Healthcare Systems
  • Introduction
  • Why Change
  • What to Change
  • What to Change to
  • How to Cause the Change
  • The Process of Ongoing Improvement
  • Summary
  • Proof of Concept
  • References
  • About the Author
  • Section VIII: TOC in Complex Environments
  • 33 Theory of Constraints in Complex Organizations
  • Overview
  • Definition of Complexity
  • Major Problems with Complex Organizations
  • The Direction of the Solution
  • Additional Understanding of Complex Organizations
  • Finding an Injection
  • Breakthrough Injection
  • A Breakthrough Injection
  • A Breakthrough Injection Is Critical, but It Is Rarely Sufficient
  • Challenge of the Future
  • Summary
  • References
  • About the Authors
  • 34 Applications of Strategy and Tactics Trees in Organizations
  • Introduction
  • On Becoming an Ever-Flourishing Organization
  • The Basic Structure of an S&T Tree
  • The Retailer S&T Tree
  • Details Regarding the Structure of an S&T Tree
  • Key Concepts Regarding Creation of S&T Trees
  • The Other Four Generic VV S&T Trees
  • Comparison of S&T Tree to Key Literature on Strategy
  • Execution of the S&T Tree
  • Summary and Discussion
  • References
  • About the Author
  • 35 Complex Environments
  • Introduction
  • Brief Background
  • Guiding Strategies
  • Throughput Accounting
  • A Holistic View
  • Tools Selection
  • Defining the System
  • Applications
  • Summary and Discussion
  • References
  • About the Author
  • 36 Combining Lean, Six Sigma, and the Theory of Constraints to Achieve Breakthrough Performance
  • Introduction
  • Lean
  • Six Sigma
  • Theory of Constraints (TOC)
  • Discords that can Block the Effective Integration of TOC and Lean Six Sigma (LSS)
  • Work Behaviors
  • Material Release
  • Replenishment System
  • TOCLSS—Fully Integrated TOC, Lean, and Six Sigma
  • References
  • About the Author
  • 37 Using TOC in Complex Systems
  • Introduction
  • We Need More Sucker Rods!
  • Have You Really Defined the System?
  • Where is the Constraint in Disciple Making?
  • Summary
  • Reference
  • About the Author
  • 38 Theory of Constraints for Personal Productivity/Dilemmas
  • Introduction: A Status Report
  • Resolving Chronic Conflicts and Developing Win-Win Solutions
  • Personal Productivity Dilemma—Where to Spend Your Time?
  • Personal Productivity—Establishing Goals, Strategies, Objectives, Action Plans, and Performance Measures
  • What to Change—How Do You Currently Use Your Time?
  • Developing a Detailed Implementation Plan to Accomplish Your Goals and Objectives
  • Using the Thought Processes to Achieve Life Goals
  • Summary
  • References
  • About the Authors
  • Selected Bibliography of Eliyahu M. Goldratt
  • Books
  • Theory of Constraints Journal Articles
  • Journal/Magazine Articles
  • Industry Week Late Night Discussion Series
  • Management Skills Workshop Series (Workbooks)
  • Video Movie/Presentations
  • Goldratt Program Series (Video/DVD)
  • Self-Learning Computer Education Software Programs
  • Necessary and Sufficient Series
  • TOC Insights Series. 4 Self-learning Computer Software
  • Chapters in Books
  • Conference Proceedings/Video Proceedings/ Presentations
  • Keynote Presentations/Video Conference Presentation
  • The Goldratt Webcast Series
  • Strategy and Tactic Trees
  • POOGI Forum Letter Series
  • Plays
  • Commercial Software
  • Index