This document discusses implementing the Theory of Constraints (TOC) and provides guidance on planning and executing a successful implementation. It emphasizes identifying the system constraint, exploiting it, and subordinating all other processes to maximizing the constraint. The document outlines training, building consensus, integrating new processes, and ensuring organizational alignment around the constraint to achieve the global goal of increased throughput.
The document outlines a chapter on project management from an operations management textbook. It includes an overview of topics like project planning, scheduling, controlling, work breakdown structures, critical path method (CPM), program evaluation and review technique (PERT), and using Microsoft Project for project management. The chapter aims to help students understand key project management concepts and techniques.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
This document discusses tools and methods for assessing risk in projects. It introduces risk assessment and explains that risk management proactively identifies, assesses, and mitigates risks throughout a project. Several tools are described for assessing risk, including a risk standards matrix, risk identification matrix, and controls assessment matrix. The risk standards matrix prompts consideration of how a project may impact various areas. The risk identification matrix involves brainstorming risks, prioritizing their potential impact and likelihood, and focusing on high impact/likelihood risks. The controls assessment matrix identifies controls to mitigate high priority risks and ensures controls are sufficient.
This document outlines the 8-step process and tollgate requirements for the Control phase of a National Guard Black Belt training module on continuous process improvement. The 8-step process includes validating problems, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through key performance indicators, confirming results, and standardizing successful processes. Tollgate requirements for the Control phase mandate updating benefits, standardizing processes, establishing process owner accountability, achieving results, implementing control plans, and creating a storyboard summary.
Register for one of these awesome workshops early before they fill up. If you want a private workshop they will bring it to your location anywhere in the world.
The document outlines the key concepts and methods for short-term scheduling. It discusses scheduling issues like forward versus backward scheduling and scheduling criteria. It also covers scheduling processes for process-focused facilities and the use of tools like input-output control, Gantt charts, and the assignment method to schedule jobs and resources in the short term. The learning objectives focus on explaining short-term scheduling relationships, applying scheduling tools and techniques, and using methods like Johnson's rule and finite capacity scheduling.
The document outlines key aspects of human resource management and job design discussed in Chapter 10, including:
1. It discusses employment stability policies like following demand exactly or holding employment constant.
2. It covers topics like job classification, work schedules, job design approaches like specialization and expansion.
3. It also discusses ergonomics, motivation systems, and the use of visual tools in the workplace.
The document outlines a chapter on project management from an operations management textbook. It includes an overview of topics like project planning, scheduling, controlling, work breakdown structures, critical path method (CPM), program evaluation and review technique (PERT), and using Microsoft Project for project management. The chapter aims to help students understand key project management concepts and techniques.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
This document discusses tools and methods for assessing risk in projects. It introduces risk assessment and explains that risk management proactively identifies, assesses, and mitigates risks throughout a project. Several tools are described for assessing risk, including a risk standards matrix, risk identification matrix, and controls assessment matrix. The risk standards matrix prompts consideration of how a project may impact various areas. The risk identification matrix involves brainstorming risks, prioritizing their potential impact and likelihood, and focusing on high impact/likelihood risks. The controls assessment matrix identifies controls to mitigate high priority risks and ensures controls are sufficient.
This document outlines the 8-step process and tollgate requirements for the Control phase of a National Guard Black Belt training module on continuous process improvement. The 8-step process includes validating problems, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through key performance indicators, confirming results, and standardizing successful processes. Tollgate requirements for the Control phase mandate updating benefits, standardizing processes, establishing process owner accountability, achieving results, implementing control plans, and creating a storyboard summary.
Register for one of these awesome workshops early before they fill up. If you want a private workshop they will bring it to your location anywhere in the world.
The document outlines the key concepts and methods for short-term scheduling. It discusses scheduling issues like forward versus backward scheduling and scheduling criteria. It also covers scheduling processes for process-focused facilities and the use of tools like input-output control, Gantt charts, and the assignment method to schedule jobs and resources in the short term. The learning objectives focus on explaining short-term scheduling relationships, applying scheduling tools and techniques, and using methods like Johnson's rule and finite capacity scheduling.
The document outlines key aspects of human resource management and job design discussed in Chapter 10, including:
1. It discusses employment stability policies like following demand exactly or holding employment constant.
2. It covers topics like job classification, work schedules, job design approaches like specialization and expansion.
3. It also discusses ergonomics, motivation systems, and the use of visual tools in the workplace.
The document provides an agenda for a TOC workshop on supply chain logistics. The agenda includes sessions on operations and distribution using TOC principles. The operations session demonstrates how TOC compares to lean/JIT and MRP, and how to apply drum-buffer-rope and buffer management. It also covers plant types, batching conflicts, and implementing change. The distribution session objectives include comparing TOC distribution to other solutions and applying it with or without demand aggregation.
This document discusses different methods for organizing pull-based production systems, including ConWIP, Kanban, and the Theory of Constraints. It covers concepts like throughput, work in progress, cycle time, and bottlenecks. Push systems are compared to pull systems, with pull systems noted as more observable, efficient, and robust. Specific pull methods like ConWIP and Drum-Buffer-Rope are described. Relationships between these production methods and agile software development methodologies like Scrum and Kanban are also discussed.
This document discusses exponential organizations and the mindset needed to build one. It explains that exponential organizations utilize exponentially advancing technologies to disrupt existing industries. Some key exponential technologies discussed are 3D printing, robotics, artificial intelligence, and synthetic biology.
The document outlines the characteristics of an exponential mindset, including having a massive transformative purpose and vision. It describes the types of people needed, including a visionary leader and committed team members in roles like engineering, design, and business.
Building an exponential organization requires a "skunkworks" approach of focusing intensely on the user, sharing information openly, thinking big but starting small. The document concludes by discussing how to achieve a state of "flow" through clear goals
This document discusses applications of Theory of Constraints (TOC) to sales management for small and medium businesses. It begins by listing common undesirable effects (UDEs) seen in organizations such as frustration, a "cover your rear" mentality, and arbitrary performance evaluations. It then analyzes these UDEs using TOC's Core Reasoning Technique to identify their root causes. Some key causes identified include lack of clear sales processes, overloading of salespeople with multiple tasks, and use of monthly/quarterly quotas that incentivize rushing deals at the end of periods. The document proposes applying TOC's five focusing steps to improve the sales process and management, such as identifying and exploiting constraints like needs assessments.
El growth hacking es un conjunto de técnicas de marketing desarrolladas por startups tecnológicas que combinan creatividad, análisis de datos y métricas sociales para aumentar las ventas y la presencia en el mercado. Un growth hacker es un híbrido entre desarrollador web y experto en marketing que utiliza pruebas y resultados, no solo intuición, para atraer nuevos clientes de manera efectiva. El growth hacking implica el trabajo conjunto entre especialistas en marketing y desarrolladores web.
The document contains a collection of quotes representing mental models and insights from various sources. The quotes cover topics such as concepts and misconceptions, problem solving, assumptions, operations, measurements, complexity, leadership, and management systems. They provide wisdom for business and life from thinkers such as Einstein, Goldratt, Deming, Johnson, Wallenberg, Mintzberg, and Hock.
The document discusses strategies for a consumer goods company to achieve profitable growth through inventory management. It proposes building a competitive edge by providing superior inventory turns through a partnership model that supplies clients according to consumption rather than forecasts. This requires synchronizing the supply chain using simplified drum-buffer-rope and pull distribution, aligning production to actual daily demand, and determining proper inventory targets to ensure high availability while reducing inventories. Warnings are given about the challenges of building, sustaining, and capitalizing on a competitive edge through supply chain management.
This document summarizes a presentation on dealing with seasonality in distribution environments. It discusses using different forecasting and replenishment methods like Demand-Based MRP (DBM) and traditional forecasting depending on whether demand is continuous or has sharp changes. It also presents steps to follow when a sharp demand increase is expected, such as building up stock in advance and waiting for stocks to arrive before reverting back to DBM. Shortening replenishment times is suggested as an alternative when possible to better utilize DBM during seasonality.
The document provides strategies and tactics for implementing a consumption-driven pull distribution system across a retailer's supply chain. Key points include:
1) Establishing a consumption-based replenishment system from shops to regional distribution centers (RDCs) to a central distribution center (CDC) based on daily sales reports. This reduces order lead times and inventories.
2) Setting appropriate inventory targets in shops, RDCs and CDC based on consumption within replenishment lead times from the next link.
3) Educating shop staff and setting initial inventory targets in shops by product. Excess is moved to backrooms and potentially returned to RDCs.
This overhaul of internal logistics is aimed
This document outlines a strategy and tactic tree for a company seeking to achieve reliable rapid response. It details two core competitive edges of reliability and rapid response. For reliability, the document recommends building a 99% due date performance, implementing selling focused on reliability, and capitalizing on improvements that increase reliability. For rapid response, it suggests effectively offering and delivering suitable short lead times for premiums. The tree provides tactics to implement each strategy level down to the fifth level.
El Growth Hacking es una forma muy efectiva de aumentar la adopción de nuestro producto o servicio de una forma muy acelerada. En esta presentación mostraremos técnicas no convencionales, así como las bases para generar nuevas técnicas de growth hacking efectivas.
This document discusses developing effective marketing offers known as "Mafia Offers" using the Theory of Constraints (TOC). It provides examples of successful Mafia Offers from Hyundai and AT&T that drove significant sales increases. The key aspects of a Mafia Offer are that it is so compelling customers cannot refuse it and competitors cannot easily match it. Guidelines are presented for developing Mafia Offers based on capabilities, supply chain impact, and customer needs. Implementing a well-designed Mafia Offer can increase sales and profits while guiding overall company improvements, even during economic downturns. Examples are given of companies that saw substantial sales growth within months of launching their Mafia Offers.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
This document describes results of a survey conducted as a part of the research for an EMBA dissertation of the author. Questions in the research focused on TOC tools applied in business environments and their influence on a competitive edge.
The survey was conducted between October 18, 2013 and November 21, 2013 through the business social networking website LinkedIn. There were 254 participants.
The Art & Science of Value Creation: 3 Traits of Great Value-creatorsJeremiah Gardner
See the talk live here: http://jeremiahgardner.com/blog/the-art-and-science-of-value-creation
In this talk I cover the "divide" between Design Thinking and Lean Startup by looking at 3 traits of great value-creators.
If you want spark innovation and value creation within your organization, check out 5 of the most effective ways we’ve seen here: http://www.movestheneedle.com/resources/5-ways-to-spark-innovation/
Presentazione riguardante la sharing economy con tre case studies (Uber, AirBnB e TaskRabbit) preparata da Augusto Chiaravalloti, Anna Barbieri e Gabriele Ruscelli
This presentation provides a detailed overview of AREOPA\’s Total Change Management approach, including organizational change, the AIS Reference Model and the 12-steps Methodology.
This is a familiar topic to all in the project management business. We usually start our project management quest with capturing requirements, building a schedule to deliver them, executing that schedule, and making adjustments along the way when we’re not staying on schedule.
The document provides an agenda for a TOC workshop on supply chain logistics. The agenda includes sessions on operations and distribution using TOC principles. The operations session demonstrates how TOC compares to lean/JIT and MRP, and how to apply drum-buffer-rope and buffer management. It also covers plant types, batching conflicts, and implementing change. The distribution session objectives include comparing TOC distribution to other solutions and applying it with or without demand aggregation.
This document discusses different methods for organizing pull-based production systems, including ConWIP, Kanban, and the Theory of Constraints. It covers concepts like throughput, work in progress, cycle time, and bottlenecks. Push systems are compared to pull systems, with pull systems noted as more observable, efficient, and robust. Specific pull methods like ConWIP and Drum-Buffer-Rope are described. Relationships between these production methods and agile software development methodologies like Scrum and Kanban are also discussed.
This document discusses exponential organizations and the mindset needed to build one. It explains that exponential organizations utilize exponentially advancing technologies to disrupt existing industries. Some key exponential technologies discussed are 3D printing, robotics, artificial intelligence, and synthetic biology.
The document outlines the characteristics of an exponential mindset, including having a massive transformative purpose and vision. It describes the types of people needed, including a visionary leader and committed team members in roles like engineering, design, and business.
Building an exponential organization requires a "skunkworks" approach of focusing intensely on the user, sharing information openly, thinking big but starting small. The document concludes by discussing how to achieve a state of "flow" through clear goals
This document discusses applications of Theory of Constraints (TOC) to sales management for small and medium businesses. It begins by listing common undesirable effects (UDEs) seen in organizations such as frustration, a "cover your rear" mentality, and arbitrary performance evaluations. It then analyzes these UDEs using TOC's Core Reasoning Technique to identify their root causes. Some key causes identified include lack of clear sales processes, overloading of salespeople with multiple tasks, and use of monthly/quarterly quotas that incentivize rushing deals at the end of periods. The document proposes applying TOC's five focusing steps to improve the sales process and management, such as identifying and exploiting constraints like needs assessments.
El growth hacking es un conjunto de técnicas de marketing desarrolladas por startups tecnológicas que combinan creatividad, análisis de datos y métricas sociales para aumentar las ventas y la presencia en el mercado. Un growth hacker es un híbrido entre desarrollador web y experto en marketing que utiliza pruebas y resultados, no solo intuición, para atraer nuevos clientes de manera efectiva. El growth hacking implica el trabajo conjunto entre especialistas en marketing y desarrolladores web.
The document contains a collection of quotes representing mental models and insights from various sources. The quotes cover topics such as concepts and misconceptions, problem solving, assumptions, operations, measurements, complexity, leadership, and management systems. They provide wisdom for business and life from thinkers such as Einstein, Goldratt, Deming, Johnson, Wallenberg, Mintzberg, and Hock.
The document discusses strategies for a consumer goods company to achieve profitable growth through inventory management. It proposes building a competitive edge by providing superior inventory turns through a partnership model that supplies clients according to consumption rather than forecasts. This requires synchronizing the supply chain using simplified drum-buffer-rope and pull distribution, aligning production to actual daily demand, and determining proper inventory targets to ensure high availability while reducing inventories. Warnings are given about the challenges of building, sustaining, and capitalizing on a competitive edge through supply chain management.
This document summarizes a presentation on dealing with seasonality in distribution environments. It discusses using different forecasting and replenishment methods like Demand-Based MRP (DBM) and traditional forecasting depending on whether demand is continuous or has sharp changes. It also presents steps to follow when a sharp demand increase is expected, such as building up stock in advance and waiting for stocks to arrive before reverting back to DBM. Shortening replenishment times is suggested as an alternative when possible to better utilize DBM during seasonality.
The document provides strategies and tactics for implementing a consumption-driven pull distribution system across a retailer's supply chain. Key points include:
1) Establishing a consumption-based replenishment system from shops to regional distribution centers (RDCs) to a central distribution center (CDC) based on daily sales reports. This reduces order lead times and inventories.
2) Setting appropriate inventory targets in shops, RDCs and CDC based on consumption within replenishment lead times from the next link.
3) Educating shop staff and setting initial inventory targets in shops by product. Excess is moved to backrooms and potentially returned to RDCs.
This overhaul of internal logistics is aimed
This document outlines a strategy and tactic tree for a company seeking to achieve reliable rapid response. It details two core competitive edges of reliability and rapid response. For reliability, the document recommends building a 99% due date performance, implementing selling focused on reliability, and capitalizing on improvements that increase reliability. For rapid response, it suggests effectively offering and delivering suitable short lead times for premiums. The tree provides tactics to implement each strategy level down to the fifth level.
El Growth Hacking es una forma muy efectiva de aumentar la adopción de nuestro producto o servicio de una forma muy acelerada. En esta presentación mostraremos técnicas no convencionales, así como las bases para generar nuevas técnicas de growth hacking efectivas.
This document discusses developing effective marketing offers known as "Mafia Offers" using the Theory of Constraints (TOC). It provides examples of successful Mafia Offers from Hyundai and AT&T that drove significant sales increases. The key aspects of a Mafia Offer are that it is so compelling customers cannot refuse it and competitors cannot easily match it. Guidelines are presented for developing Mafia Offers based on capabilities, supply chain impact, and customer needs. Implementing a well-designed Mafia Offer can increase sales and profits while guiding overall company improvements, even during economic downturns. Examples are given of companies that saw substantial sales growth within months of launching their Mafia Offers.
Management attention is the constraint or bottleneck to improving management productivity. Applying the Theory of Constraints, the first step is to identify this constraint, which is management attention - the limited time and focus managers have available. The second step is to decide how to better exploit this scarce resource by reducing waste. Common ways management attention is wasted include doing things that should not be done, not doing things that should be done, and repeating avoidable mistakes due to a lack of learning. Multi-tasking, while intended to maximize the benefits of attention, often leads to higher costs through more errors and less focus on key priorities.
This document describes results of a survey conducted as a part of the research for an EMBA dissertation of the author. Questions in the research focused on TOC tools applied in business environments and their influence on a competitive edge.
The survey was conducted between October 18, 2013 and November 21, 2013 through the business social networking website LinkedIn. There were 254 participants.
The Art & Science of Value Creation: 3 Traits of Great Value-creatorsJeremiah Gardner
See the talk live here: http://jeremiahgardner.com/blog/the-art-and-science-of-value-creation
In this talk I cover the "divide" between Design Thinking and Lean Startup by looking at 3 traits of great value-creators.
If you want spark innovation and value creation within your organization, check out 5 of the most effective ways we’ve seen here: http://www.movestheneedle.com/resources/5-ways-to-spark-innovation/
Presentazione riguardante la sharing economy con tre case studies (Uber, AirBnB e TaskRabbit) preparata da Augusto Chiaravalloti, Anna Barbieri e Gabriele Ruscelli
This presentation provides a detailed overview of AREOPA\’s Total Change Management approach, including organizational change, the AIS Reference Model and the 12-steps Methodology.
This is a familiar topic to all in the project management business. We usually start our project management quest with capturing requirements, building a schedule to deliver them, executing that schedule, and making adjustments along the way when we’re not staying on schedule.
How To Build A Credible Performance Measurement BaselineGlen Alleman
IPM 2009 presentation. The Performance Measurement Baseline is the collection of the Cost, Schedule, and Technical Performance Measures for the program - used to make management decisions.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
Alex Rogo is given three months to turn around a losing plant or it will be closed. With the help of a consultant, Jonah, he implements concepts from Theory of Constraints. He and his team identify the bottleneck constraints limiting throughput. They focus on improving bottleneck capacity and prioritizing bottleneck resources. This increases throughput and reduces inventory levels and expenses. As a result, the plant becomes profitable and Alex is promoted to Division Manager.
Patrick Martin has over 15 years of experience in project and program management. He argues that most project managers focus too much on what has been completed rather than what remains to be done. This can mask issues like cost overruns at the task level. Martin proposes shifting the focus to accurate estimates of costs to complete (ETC) for each task. By involving functional managers and giving them ownership over tasks and budgets at a higher level, Martin believes projects can be better managed with more timely performance information and less conflict between project and functional roles.
Business Architecture based Performance TransformationSteve Kerzman
Major business change initiatives often fail because there is a gap between leadership's stated vision and strategy and what is ultimately delivered. This can be addressed through developing a business architecture, which bridges this gap by providing a common framework that aligns people, processes, technology, and other assets to achieve the desired outcomes. An effective business architecture increases the chances of implementing major changes successfully in one try. It should be used for large, complex changes but may not be needed for small, routine improvements.
Deliverables Based Planning® integrates five critical program management principles with cost, schedule, and technical performance measures to increase the probability of program success. The document outlines these principles and practices through 10 chapters. It defines deliverables based planning, discusses its origins and benefits over conventional cost and schedule-only approaches. It describes identifying needed system capabilities, establishing requirements and performance baselines, executing work, and applying continuous risk management. The goal is to answer key questions around objectives, requirements, plans, execution and risks to deliver the needed capabilities on time and budget.
Leveraging OEE to Minimize Downtime and Maximize PerformanceSafetyChain Software
Join SafetyChain and Vern Campbell, president of Process Management Consulting, for this webinar on how to implement OEE to maximize performance and cost savings across your organization.
This document provides an introduction to lean principles and methodologies. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement. The main goals of lean are to reduce lead times, increase productivity, reduce work-in-process, and improve quality. Key lean tools discussed include value stream mapping, identifying the nine types of waste, and conducting a "muda walk" to observe processes and document sources of waste. The document emphasizes that lean is about optimizing flow and eliminating non-value-added activities to better meet customer needs.
This document provides an introduction to lean principles and methodology. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement. The key aspects of lean covered are the nine types of waste, value-added vs non-value added activities, typical benefits of lean such as lead time reduction and productivity increases, and lean tools like value stream mapping, 5S, and kaizen events. Kaizen events are described as a focused team approach to eliminating waste through rapid improvement over a short period of time.
Project Controls Expo 13th Nov 2013 - "To Baseline or Not to Baseline What sh...Project Controls Expo
§ What is a Baseline?
§ To Baseline or Not to Baseline
§ The Fit within Project Controls
§ Establishing the Baseline
§ What Level of Detail and Control
§ Baseline Elements and Outputs
§ Change Control & Baseline Management
§ Tips, Three Principles and Wrap-up
Msacmc410 a lead change in a manufacturing environmentJimWills
Change is constant in business and those who adapt well become valuable. To manage change successfully, you must understand its nature and impact. A document outlines steps to define objectives of change, identify opportunities through empowerment and process mapping, determine impacts through consultations and risk assessment, and describe the change through clear messaging and diagrams. Stakeholders must be involved and a work plan developed to help teams implement change.
Michael Gowlett presented on implementing Earned Value Management (EVM). He began with an overview of EVM, explaining that it allows organizations to more effectively measure project time, cost, and quality by combining measurements of scope, schedule, and cost. He then discussed why organizations should use EVM to detect cost overruns and schedule slippages early. Gowlett also covered available EVM tools, how to implement EVM through a case study at a bank, and the advantages and benefits of EVM like early warning of deviations and improved project visibility.
The document discusses lean as a business model and production system. It summarizes that lean is not just about eliminating waste or implementing tools, but developing a "kaizen mindset" through problem solving. The lean journey involves changing culture and behaviors over time, with management supporting continuous improvement by visiting the workplace regularly and giving problems for employees to solve. The ultimate goal is for all employees to think about identifying and eliminating waste in their daily work.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
Performance based planning in a nut shell (V5)Glen Alleman
The document discusses principles and practices of performance-based project management. It introduces five principles of project success related to defining objectives, planning the work, ensuring adequate resources, anticipating impediments, and measuring progress. It then presents five practices for identifying capabilities needed, establishing requirements, setting a performance measurement baseline, executing the baseline, and performing continuous risk management. The document provides details on processes within each practice area and emphasizes the importance of defining measurable outcomes and progress.
This document discusses knowledge management strategies for empowering operations and ensuring compliance. It begins with definitions of knowledge and an overview of how technical knowledge management works, including storyboarding, video capture, project organization, and publishing libraries and standard operating procedures. The agenda then covers setting up single-use and stainless steel bioreactors, differences in setup times, and how the single-use ecosystem changes personnel and logistics. Compliance data on inspection observations is presented showing that standard operating procedures and training are frequently cited issues. A case study demonstrates minimizing process variability using a knowledge management platform. Lessons learned questions how to ensure standard operating procedures are fully understood and how resources like experts, mentoring, and on-the-job training can improve
Similar to Implementing ToC it doesnt have to be hard! (20)
This document summarizes the findings of research into project management practices and effectiveness. It finds that while training and project management offices (PMOs) are commonly used, they show little correlation with project success. The factors that truly differentiate high and low performing projects are alignment with organizational strategy, executive sponsorship, skilled leaders, risk management and change management. The document also examines how project execution is underserved by typical PM approaches, and introduces a Project Execution Maturity Model to help organizations improve outcomes through more integrated planning and execution practices.
Why do projects fail - the project execution maturity model - basic collabor...Pinnacle Strategies
Why Do Projects Succeed or Fail?
Discover What Really Makes a Difference
Hello Mark,
For too long, project managers have believed that the right planning leads to the right results.
Yet time after time, independent research shows that the current approach to project management fails to produce the outcomes managers expect – and clients want.
It’s clear the traditional solutions to project management are not working. The key to improving project performance is not planning, but execution – creating and sustaining processes and behaviors that deliver consistent, quantifiable results.
Fortunately, the processes and behaviors to deliver consistent execution results are well defined and quantified. These form the Project Execution Maturity Model.
This identifies the elements that drive effective project execution excellence, giving you a measurable means to assess your status, to target areas of improvement, and to make meaningful progress in the way you deliver projects.
You'll learn:
What processes and behaviors lead to lower operating costs, increased throughput, and significant gains in on-time delivery performance
How to confidently identify and work on the right elements to change
Why achieving greater project execution maturity drives increases to your organization's financial performance
How to replicate success, project after project, by learning how to move your organization from ad hoc project management to control of projects, portfolios and continuous strategic improvement
How visual project management helps project managers ensure their projects are delivered on time. This webinar, titled “Why Engineering Projects are Late - And How to Prevent Them From Being So,”
Learn about ViewPoint, a revolutionary visual project methodology that simplifies managing projects, enabling project teams to rapidly improve project performance.
Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult. In spite of the widespread implementation of Lean and Six Sigma principles, poor results persist.
The TLS process generates 15-20 times better performance than Lean or Six Sigma. This presentation will show the root causes of poor CI program performance and a systematic framework to create ongoing bottom line results.
more info at http://pinnacle-strategies.com
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
The Genesis of BriansClub.cm Famous Dark WEb Platform
Implementing ToC it doesnt have to be hard!
1. Implementing
The Theory of Constraints
It Doesn’t Have To Be Hard!
PINNACLE STRATEGIES, LLC
6505 W, PARK BLVD, S UITE 306 -335
PLANO, TEXAS 75093
(972) 492.7951
W W W . P I N N A C L E - S T R A T E G I E S . C O M
2. Why Are We Here?
How do I take what is in the literature and
put it in place?
Where are the leverage points in the
implementation?
How can I implement without killing
anyone?
What factors, if properly implemented
result in a sustainable implementation?
(c) 2001 Mark Woeppel
3. Agenda
Introduction
The TOC production system
Planning a successful implementation
Effectively launching your implementation
Integrating constraint management into
your business
Organizational alignment
(c) 2001 Mark Woeppel
4. Introduction
Understand the process to build and
maintain consensus for change
Explore the elements of success
How to get your implementation going
How the pieces fit together
(c) 2001 Mark Woeppel
5. A Successful Implementation
Major functions
Focused on global goal (throughput)
Understand business implications of
constraint
Location
Desired action
Strategic Planning
Takes constraint into account
Future location?
(c) 2001 Mark Woeppel
6. Successful Implementation
Physical characteristics
Measurement systems
Drum-buffer-rope
Buffer management
Order promising
Internal “jonahs”
(c) 2001 Mark Woeppel
7. The Neck of The Funnel
Determines the Rate of Flow
(c) 2001 Mark Woeppel
8. Capacity Constraint vs.
Bottleneck
Constraint resource is above capacity
majority of the time
Bottleneck resource is above capacity
occasionally Constraint vs. Bottleneck Resource
120%
100%
Capacity
80%
60%
40%
20% Resource A
0% Resource B
Month 1
Month 7
Month 9
Month 3
Month 5
Month
Capacity
11
Time
(c) 2001 Mark Woeppel
9. What’s Important?
1. IDENTIFY the system constraint(s)
2. EXPLOIT the identified constraint(s)
3. SUBORDINATE everything else in the system
to step #2
4. ELEVATE the system's constraint
5. Go back to step #1
Each step has business policy and process
implications
(c) 2001 Mark Woeppel
10. 5 Steps and You
Business processes linked to execution
Be purposeful in process design
Policy issues must be addressed
Lasting implementations codify the
steps
Devil in the details
Anchors in changing environments
(c) 2001 Mark Woeppel
11. TOC in Manufacturing
Throughput, inventory & operating
expense measures
Drum buffer rope scheduling
Buffer management
Controlled material release
Pull signals from distribution
Decision processes around the
constraint(s)
(c) 2001 Mark Woeppel
13. Drum – Buffer - Rope
Drum is synchronization point for factory
Daily schedule
Constraint?
Buffer protects the throughput
Aggregates variation
Focus for execution
Rope protects the priority system
Limits work in system
Establishes sequences at non-constraints
(c) 2001 Mark Woeppel
14. Why Plan?
Well, duh!
Incorporate the elements to make the
new processes stick
Can’t get help without one
Establish deliverables
Establish direction
Solution
Implementation strategy
(c) 2001 Mark Woeppel
15. Philosophy of Implementation
Execution is foundation of improvement
Establishing clear objectives critical
Benchmarking
Continuous measurement
Early successes build momentum
Keep it simple
Implementation is evolutionary
(c) 2001 Mark Woeppel
16. Achieving Control
Achieving control is prerequisite to
implementing a process of ongoing
improvement
Indicators of control deficits
Poor due date performance (< 95%)
Low inventory turns (< 8)
Poor constraint utilization
(c) 2001 Mark Woeppel
17. Implementation Strategy
Two parts
Technical – policy & procedure
Change management – “soft issues”
Management’s hot buttons (project
objectives)
Obstacles to implementation
People (power structures)
Technology
(c) 2001 Mark Woeppel
18. Implementation Planning
Establish clear goals
Establish measurements
Identify the the constraint(s)
Develop a strategy for exploitation
Subordinate the non-constraints
Plan for movement of the constraint
(c) 2001 Mark Woeppel
19. Effectively Launching Your
Implementation
The project launch lays the foundation
for a success
Prevents
An unfocussed implementation
A never-ending project
A premature end due to lack of
commitment or concrete results
(c) 2001 Mark Woeppel
20. Building Consensus To Change
Classic difficulties / obstacles
Turf issues
Fear
Loss of control
Organizational stature
(c) 2001 Mark Woeppel
21. Consensus (cont.)
The problem of local optima
Each functional manager has only part of
business equation (np/roi)
Supply chain cuts across functional lines
Technology and process focus on local
execution
TOC is global, requires sub-optimization of
local areas / functions
(c) 2001 Mark Woeppel
22. Consensus Building
Eliminate resistance
Build momentum
Establish leadership
(c) 2001 Mark Woeppel
23. Levels of Buy-In
Senior Management
Support
Results
Policy implications
Middle Management
Do not block
Understand processes
Rank & file
Processes
Outcomes
(c) 2001 Mark Woeppel
24. How To Do It?
Demonstrate clear link
Business results
Project outcomes
Process methodology
Is TOC good?
How will the business be changed?
Project methodology
How do I know you can actually do this?
(c) 2001 Mark Woeppel
25. Training
Process
What
Why
Manage resistance to change
Get agreement on new behavior
(c) 2001 Mark Woeppel
26. Training Events
Senior Management – 2 days
Build consensus
Overview of TOC
Strategic implications
Implementation issues
Middle / operations management – 2 days
Similar to sr. mgmnt.
Detailed procedures
Operators – 2 hrs
Basic overview
Eliminate Fear(c) 2001 Mark Woeppel
27. Launch Events
Training event
All hands meeting
Post a memo on the bulletin board
Best
Communicate
Educate
Respond to concerns
(c) 2001 Mark Woeppel
28. Integrating Constraint
Management Into Your Business
Do a thorough analysis
Design the processes to fit YOUR
organization
Position the solution to maximize buy-in
Have the right processes
(c) 2001 Mark Woeppel
29. Implement Control Processes
Selection of constraint (control points)
Development of exploitation policy and
procedure
Training of directly involved people
Implementation strategy
(c) 2001 Mark Woeppel
30. Selection of the Constraint
Current location
WIP
Problems
Strategic location
Capital investment
Ease of elevation
Constraint, bottleneck, control point
(c) 2001 Mark Woeppel
31. Exploiting the Constraint
Scheduling
Resource allocation
Accountability
Alignment with the global plan
(c) 2001 Mark Woeppel
32. Analyzing Your Process
Process maps
Identify wasted effort
Duplications
Wrong decision processes (incomplete)
Incorrect assumptions
TOC analysis
Where to focus?
Incorrect assumptions
(c) 2001 Mark Woeppel
33. Elements of Order Fulfillment
Planning
Execution
Integration & feedback
(c) 2001 Mark Woeppel
34. Planning Influences on Order
Fulfillment
When will the customer How to translate
receive product? How to reconcile customer
customer needs to plant
What information do we needs to resource availability?
instructions?
need?
S ales Scheduling Gears & P roduction Assem bly
O rder Entry Engineering
W rite Up Order Review Docs Make the stuff Make the stuff
E nter Order Create BOM
Check Mat'l Availability Prepare Drive Card Create W O
Reserve C apacity & Parts Release to Shop
$ $
Inventory Planning
Set Stock ing levels
Shipping
(c) 2001 Mark Woeppel
35. Planning Influences on Order
Fulfillment
How to make a quality
product effectively?
S ales Scheduling Gears & P roduction Assem bly
O rder Entry Engineering
W rite Up Order Review Docs Make the stuff Make the stuff
E nter Order Create BOM
Check Mat'l Availability Prepare Drive Card Create W O
Reserve C apacity & Parts Release to Shop
$ $
Inventory Planning
Set Stock ing levels
Shipping
How much can we
invest to support our
customers?
(c) 2001 Mark Woeppel
36. Execution Influences on Order
Fulfillment
What if the customer
What if the standard lead Do we have enough capacity?
changes his mind?
time isn’t good enough?
S ales Scheduling Gears & P roduction Assem bly
O rder Entry Engineering
W rite Up Order Review Docs Make the stuff Make the stuff
E nter Order Create BOM
Check Mat'l Availability Prepare Drive Card Create W O
Reserve C apacity & Parts Release to Shop
$ $
Inventory Planning
Set Stock ing levels
Shipping
(c) 2001 Mark Woeppel
37. Execution Influences on Order
Fulfillment
Will we finish on time?
Which jobs should be worked on first?
S ales Scheduling Gears & P roduction Assem bly
O rder Entry Engineering
W rite Up Order Review Docs Make the stuff Make the stuff
E nter Order Create BOM
Check Mat'l Availability Prepare Drive Card Create W O
Reserve C apacity & Parts Release to Shop
$ $
Inventory Planning
Set Stock ing levels
Shipping
Do we have the right amount of
(c) product available?
2001 Mark Woeppel
38. Feedback & Integration Needs
Are we meeting our schedule?
S ales Scheduling Gears & P roduction Assem bly
O rder Entry Engineering
W rite Up Order Review Docs Make the stuff Make the stuff
E nter Order Create BOM
Check Mat'l Availability Prepare Drive Card Create W O
Reserve C apacity & Parts Release to Shop
$ $
Inventory Planning
Set Stock ing levels
Shipping
What’s the status of the
buffer?
(c) 2001 Mark Woeppel
39. Critical Processes
Scheduling policy & process
Measurements to support processes
Execution management
Buffer management
Release control
Schedule control
(c) 2001 Mark Woeppel
40. What Is Alignment?
“All elements of a company work together in concert
within the context of the organization’s core ideology and
type of progress it aims to achieve - its vision or goal.
The effect of alignment is that people receive a consistent
set of signals to reinforce behavior that supports the core
ideology and achieves desired progress”
Built to Last: Successful Habits of Visionary Companies, James C. Collins, Jerry I. Porras
(c) 2001 Mark Woeppel
41. Alignment Questions
What are we doing to exploit the
constraint?
Where is the constraint relative to
management’s plan or desire?
Where is it likely to move next?
Is that acceptable?
What do I do now?
(c) 2001 Mark Woeppel
43. Strategy Development
Throughput per minute by product
Which products are most profitable
Identify process improvement targets
Develop pricing policies
Buffer reports
Capacity condition
Identify investment needs
Goals for operations plans
(c) 2001 Mark Woeppel
44. Measurement
Behavior follows measurement
Measure the “right” things
What do customers want
Improve the business
Flexibility and responsiveness
(c) 2001 Mark Woeppel
45. Keys To Success
Successful implementations have:
Trained people in the “why”
Paid attention to change management issues
A real plan
Robust processes
Senior management leadership
(c) 2001 Mark Woeppel
46. Leverage Points
Get consensus before you begin
Avoid resistance
Well thought-out goals
Understand your process
Get control
DBR
Buffer management
Measurement systems
(c) 2001 Mark Woeppel
47. Results Without Fear
Train, train, train
Concepts
Implications
Procedures
Reinforce results
Measurement systems
Celebrations
(c) 2001 Mark Woeppel
48. Key Processes
Scheduling and resource subordination
Scheduling
Order release
FIFO
Buffer management
Order promising
Sales & Operations planning
MPS or Action meeting
(c) 2001 Mark Woeppel
Editor's Notes
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.