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Implementing ToC   it doesnt have to be hard!
 

Implementing ToC it doesnt have to be hard!

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2001 Presentation on Implementing the Theory of Constraints (ToC) in a manufacturing organization.

2001 Presentation on Implementing the Theory of Constraints (ToC) in a manufacturing organization.

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  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel Highlight the proven nature of the approach
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel System for managing a chain Provides FOCUS 1. Goal- Make Money 2. Measurement- NP & ROI 3. Why? It controls throughput 4. Want to squeeze most out of it 5. Everything else is subordinate to gain CONTROL 6 &7 Where will it go & force it to go where you want it Overlay on transparency: Steps 1 &2 - Backbone to Organization- Sets Behavior Steps 3,4 &5 - Tactical, day to day- Control/ Auto-pilot Steps 6 &7 - Strategy, future G ood M oney I s M aximum S atisfaction, E lse G o B ack
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel By evolutionary, build on simple changes, then more complex later
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel The first constraint or obstacle you will encounter is resistance to change – driven by fear and ignorance
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel The launch event could be one or more of the above
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel Underlying assumption is that any constraint can and will be broken This step is establishing and subordinating an operations strategy(at least some elements of it)
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel Exploitation issues are these…. All about process and alignment at a basic level, in a single corner of the business., However, it has implications throughout the business.
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel Alignment is essentially a statement of step 3, Subordinate everything else to the above decisions
  • Implementing The Theory of Constraints April 18, 2012 (c) 2001 Mark Woeppel Each of these have important considerations for each major function of the business to take the desired action.