Theory of Constraints Handbook - James Cox Iii [771]
11Please refer to the logistics chapters (7 through 12) of this Handbook for further guidance on establishing operational improvements.
12For our analyses we use the rigorous cause-and-effect logic of the TOC thinking processes.
13Our version of S-DBR for custom job shops is called Velocity Scheduling System and you can find more information at www.VelocitySchedulingSystem.com
14This section draws heavily from the concepts in Neuromarketing: Understanding the “Buy Buttons” in Your Customer’s Brain by Patrick Renvoise’ and Christophe Morin, but what is new is the combining of neuromarketing concepts with TOC concepts.
15The solution for sales method for presenting offers was developed by Rami Goldratt and first presented at the 2003 TOC Upgrade Workshop in Cambridge, England.
16See excerpt from Stephan Shapiro’s August 7, 2007 newsletter.
17Excerpt from Stephen Shapiro’s August 7, 2007 newsletter.
18Get a TOC Tip of the day at www.twitter.com/TOCExpert
19See www.MafiaOffers.com and www.MafiaOfferBootCamp.com
20See www.MafiaOffers.com and www.MafiaOfferBootCamp.com
21See Chapters 18, 25, and 34 on Strategy and Tactics trees.
22Goldratt Consulting, June 26, 2006, Vendor Management Inventory S&T.
23See Chapter 9 for more information on S-DBR.
24See www.VelocitySchedulingSystem.com based on S-DBR for highly custom job shops.
25The TOC Replenishment Solution is also called Demand-Pull and more information can be found in Chapter 11.
26Goldratt Consulting, November 2008, Reliable Rapid Replenishment S&T.
27See Chapter 9 for more information on S-DBR.
28See www.VelocitySchedulingSystem.com based on S-DBR for highly custom job shops.
29Throughput Per Shelf (TPS) is a measure of return on shelf space.
30Goldratt Consulting, November 12, 2007, Consumer Goods S&T.
31See Chapter 9 for more information on S-DBR.
32See www.VelocitySchedulingSystem.com based on S-DBR for highly custom job shops.
33The TOC Replenishment Solution is also called Demand-Pull and more information can be found in Chapter 11.
34Goldratt Consulting, June 21, 2007, Projects S&T.
35More information on the TOC CCPM solution can be found in Section II.
36See www.ProjectVelocitySytem.com based on CCPM for service and project based companies.
37Goldratt Consulting, May 25, 2006, Pay Per Click S&T.
38See Chapter 9 for more information on S-DBR.
39See www.VelocitySchedulingSystem.com based on S-DBR for highly custom job shops.
40See www.ProjectVelocitySytem.com based on CCPM for service and project based companies.
41More information on the TOC CCPM solution can be found in Section II.
42See Chapter 13 for more on totally variable costs. Typically, they would be the raw material costs of the equipment.
43See Chapter 9 for more information on S-DBR.
44See www.VelocitySchedulingSystem.com based on S-DBR for highly custom job shops.
45The TOC Replenishment Solution is also called Demand-Pull and more information can be found in Chapter 11.
46See www.ProjectVelocitySytem.com based on CCPM for service and project based companies.
47More information on the TOC CCPM solution can be found in Chapters 3, 4, and 5.
48See www.MafiaOffers.com and www.MafiaOfferBootCamp.com.
49Based on experience from the over 70 companies that have completed a Mafia Offer Boot Camp. See www.MafiaOffers.com and www.MafiaOfferBootCamp.com.
1Attributed variously to Henri Poincaré, James Maxwell, and Kurt Lewin.
2Cox, Blackstone, and Schleier (2003, 47–61) developed their Business System Model to describe the system prior to implementing TOC; Lockamy and Cox (1994, 11) address “What is the Goal?” and “How is it measured?
3Why change and establishing a POOGI are addressed by Barnard in Chapter 15; sustainability of change is addressed by Newbold in Chapter 5.
4Note that for the analysis by Kim et al. (2008), work contained in books was excluded due to the inherent difficulty of identifying