Critical Chain - Eliyahu M. Goldratt [66]
Others say that this number doesn't tell us much unless it is compared to the original length of the buffer. Ten days out of a buffer of thirty days, they claim, is much less of a problem than consuming five days out of a buffer of six. This group advocates percentage, the percent currently consumed of the corresponding buffer.
A third group, led by Ted and therefore very vocal, claims that none of the above is really important. The only thing that matters is how many days are still left in the buffer.
Personally, I don't think that it makes much difference. As long as they continuously monitor all the buffers, they will be focused. Arranging it in one way or another is not so important in my eyes. In any case, the list is relatively short. It doesn't contain the steps that are not yet supposed to be worked on, or the steps that have already passed the baton.
But it's a lively debate. Everybody is involved, even students who hadn't yet opened their mouths. So I let it go for a while. A long while. Almost to the end of the session.
It was invigorating until . . . until Roger spoiled it for me. I thought that this person came to class just because he finds sleeping in a chair more comfortable than his bed. Probably the heated debate woke him up.
When I finally summarized the three options on the board, he commented, "It will never work. No one will collaborate."
I had to really lean on him to clarify his statement.
"In my company," he pompously said, "I'm in charge of negotiations with the subcontractors. They will never agree to cut their lead time. They will never agree to report, definitely not on a daily basis. You know, you get something when you get it. Every prediction they give you, they themselves don't believe in. Like everything else that we study here, it's good in class, but reality is very different."
I started to argue with him, but he cut me off. "If you want, come with me to one of my subcontractors and talk to him."
I was furious enough to accept the challenge.
I know that it's nonsense. He will never arrange for such a meeting. But it's a pity that this excellent session finished on such a lousy note.
I'm gathering my papers when Brian approaches me. "I've already talked with the plant manager and the project leader. They are very interested in what we are learning here. You see, our project to expand the plant is in trouble."
He wants me to come to their plant. We talk some more. I gladly agree to spend a day with their team.
Lately my mood resembles a roller coaster.
Puffing, I stop in front of the arrivals monitor and check for Judith's flight. I'm trying to catch my breath. Where is it? Thank God, it's late. It will not land for another twenty-five minutes. I knew there was no need to rush. A little bit of snow and flights from Chicago are late. Gate 12.
Near the gate, there are no empty seats. It's jam-packed with passengers waiting to depart. I go to a nearby gate and sit down. I can hear the announcement from here as well. And if not, Judith knows to look around for me. It won't be the first time that I forgot myself in a book. The problem is that I don't have a book. I look around, somebody must have left a newspaper. Only the arts section. Oh, well.
Three aisles away a tall woman unloads her garment bag onto a chair. Good figure. She turns around to sit. It's B.J.
My first inclination is to cover myself with the newspaper. Too childish. Too late. She recognizes me. I smile, stand up and walk over to her. I can almost see the Rolodex flipping in her head.
"Good evening, Richard." She shakes my hand. "Any progress on bringing ten more students to our Executive MBA program?"
I was wrong. It's not a Rolodex, it's a whole data base.
I try hard to ignore the sarcasm I think I heard in her soft voice. "Yes, plenty," I hear myself answer.
Why do I have to exaggerate? Why do I feel compelled to show off? But I did make progress. Plenty.
"I think I found a good solution and we are already testing it. On an important