Theory of Constraints Handbook - James Cox Iii [788]
Generic Content of S&T Structures
Manufacturing
Projects
Distribution/Retail
Six Ways That the Holistic Distribution System Increases Throughput
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
Layer 0. There is no problem
Layer 1. Disagreeing on the problem
Layer 2. The problem is out of my control
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
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
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?
Vendor Managed Inventory
Reliable Rapid Response
Consumer Goods
Projects
Pay Per Click
Gain Sharing (My Mafia Offer)
Preface to Chapter
Purpose of the Chapter
Outline of Chapter
Overview of TP and Their History and Development
The TP Tools
The TOC TP Literature
The Relationship of Problem-Solving Methods to Problem-Solving Activity
Unstructured Approaches—Management on the Hoof
Formal or Structured Approaches
Issues Emerging from the TOC Literature
The Nature of the TOC Literature Vis-à-Vis Other Literatures
Suggested Topics for a Self-Audit of TOC
Understanding the Relationship of the TOC TP to Problem-Solving Activity
The Philosophical Basis of the TOC TP
Summary Insights from Classificatory Mapping of the TOC TP
What Has Been Covered in This Chapter
Findings and Recommendations
Links to Other Chapters in the TP Section
Problem Investigation and Solution Development—the Cloud
Inner Dilemmas
Day-to-Day Conflicts
Reducing Fire Fighting
Dealing with the Undesirable Effects (UDEs)—the UDE Cloud
Example of a System UDE Cloud–Production
Example of a System UDE Cloud–Retail
Addressing Multiple Problems—the Consolidated Cloud
The TOC Methodology for Problem Solving—the U-Shape
Strengthening the Solutions—Dealing with NBRs
The Intermediate Objective (lO) Map and Implementation Plans
Reinforcing the Mentality of a Scientist—Jonah’s Approach
Current Reality Tree (CRT)
Evaporating Cloud (EC)
The “Snowflake Method”
The “Three-Cloud Method”
Evaporating Cloud
Future Reality Tree and Negative Branch Reservation
Prerequisite Tree
Transition Tree
The First Step: The Goal
Communication, Alignment, and Synchronization
Implementing an S&T
Using the TPs to Implement an S&T
The Knowledge Organizer
The Cloud
The Logic Branch
The Ambitious Target Tree
Preliminary Study
Stigmatization
Negative Peer Pressure
Importance of Face
Self-Regulation
Why TOC?
Marketing
Course Materials
Delivery
Quantitative
Qualitative
Challenges in Service Management
Why the Need for Change?
Literature Mapping and Observations
Limitations of Current Research
What to Change?
Why Is TOC Not Yet Popular Among Service Organizations’ Managers?
What Do TOC and Focused Management Have To Offer?
The Seven Focusing Steps of TOC
Bottleneck Management
Exploiting Permanent Bottlenecks
Subordinating Everybody Else to the Permanent Bottlenecks
Elevating the Permanent Bottlenecks
Response Time Reduction
Performance Measures
Costing, Pricing and Decision-Making
Quality Enhancement
Barriers to Adoption
Challenges in the PSTS Sector
What TOC Has to Offer
Expertise and Assets
Service Delivery
Measurement
Marketing and Sales
Strategy
Replenishment for Services