Theory of Constraints Handbook - James Cox Iii [6]
References
About the Author
18 Theory of Constraints Strategy Gerald Kendall
Introduction—What Differentiates a TOC Strategy?
Chapter Overview
Definitions and Foundations of TOC Strategy
Three Goals or Necessary Conditions of Any Strategy
The Five Focusing Steps
Example—The Five Focusing Steps
The Role of Throughput Accounting and Other Metrics in Strategy
Overview of TOC Strategy Applications in Manufacturing, Projects, and Consumer Goods Distribution/Retail Organizations
Introduction to Strategy Applications
Generic Content of S&T Structures
Manufacturing
Projects
Distribution/Retail
Six Ways That the Holistic Distribution System Increases Throughput
Four Generic Prerequisites/“Injections” for a Lasting Competitive Edge
INJ. 1: Increase Customer Perception of Value that Competitors Have Difficulty Copying
INJ. 2: Implement Practical Segmentation
INJ. 3: Identify and Build the Decisive Competitive Edge Factor
INJ. 4: Strategic Segmentation
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 H. William Dettmer
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 Efrat Goldratt-Ashlag
Introduction
The Layers of Resistance to Change
Disagreement on the Problem
Layer 0. There is no problem
Layer 1. Disagreeing on the problem
Layer 2. The problem is out of my control
Disagreement on the Solution
Layer 3. Disagreeing on the direction for the solution
Layer 4. Disagreeing on the details of the solution
Layer 5. “Yes, but...” The solution has negative ramifications
Disagreement on the Implementation
Layer 6: Yes, but… we can’t implement the solution
Layer 7: Disagreement on the details of the implementation
Layer 8: You know the solution holds risk
Layer 9: “I don’t think so”—Social and psychological barriers
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 Mauricio Herman and Rami Goldratt
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 Dr. Lisa Lang
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
Agree on the Problem
Agree on the Direction of the Solution
Agree the Solution Solves the Problem
Agree on the Problem
Agree on the Direction of the Solution
Agree Our Solution Solves Their Problem
Close
For Whom Can You Develop Offers?
Can You Create a Mafia Offer?
The Templates
Vendor Managed Inventory
Reliable Rapid Response
Consumer Goods
Projects
Pay Per Click
Gain Sharing (My Mafia Offer)
Summary
References
About the Author
Section VI Thinking Processes
23 The TOC Thinking Processes Victoria J. Mabin and John Davies
Introduction
Preface to Chapter
Purpose of the Chapter
Outline of Chapter
The Nature, Development, and Use of the TOC TP
Overview of TP and Their History and Development
The TP Tools
The TOC TP Literature
The Nature of Other Approaches to Problem-Solving