Theory of Constraints Handbook - James Cox Iii [152]
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About the Author
Dr. Mokshagundam (Shri) L. Srikanth obtained his PhD in physics from Boston University. After a brief tenure as Associate Professor at Boston University, he joined Dr. Eli Goldratt in 1979. He is a partner in the Goldratt Group, an international organization headed by Dr. Eli Goldratt and dedicated to helping organizations and individuals achieve breakthrough improvements through the creation and dissemination of new knowledge. He is currently head of Goldratt Schools for North America.
He has nearly three decades of experience with industrial enterprises and ways to improve their performance. Dr. Srikanth was a Senior Director of the Center for e-Business Excellence at i2 Technologies. Prior to this position, he was a Director in i2’s Product Management group. Before joining i2 Technologies, he was cofounder and managing principal of Spectrum Management Group.
Dr. Srikanth has helped companies improve delivery performance, reduce lead times, and reduce investment in inventories and resources. His experience covers a broad cross-section of industries including aerospace and defense, automotive, furniture, textiles, consumer, and industrial products. Companies range from Fortune 100 companies such as General Electric, Ford, General Motors, and United Technologies to small family-owned organizations.
Dr. Srikanth has authored several books including Regaining Competitiveness: Putting ‘The Goal’ to Work, with Harold E. A. Cavallaro, 2nd Revised Edition (North River Press, 1993); Synchronous Manufacturing: Principles for World Class Excellence, with Professor Michael Umble (Southwestern Publishing, 1991); Measurements for Effective Decision Making, with Scott A. Robertson, (Spectrum Publishing Company, 1995); and Synchronous Management: Principles for Profit-Based Manufacturing for the 21st Century, Vols. 1 and 2, with Professor Michael Umble (Spectrum, 1997). He is a contributor to Srinivasan, Mandyam, Streamlined—Principles for Building and Managing a Lean Supply Chain (Cengage Learning, 2004).
CHAPTER 9
From DBR to Simplified-DBR for Make-to-Order
Eli Schragenheim
Introduction
Drum-Buffer-Rope (DBR) is the name given by Dr. Eli Goldratt to a simple and effective production planning method. The root of the name is based on the analogy of the scouts tour described in The Goal (Goldratt and Cox, 1984, Chapters 13–15). DBR was at the time the cornerstone of the Theory of Constraints