Theory of Constraints Handbook - James Cox Iii [789]
Critical Chain for Services
Drum-Buffer-Rope for Services
Throughput Accounting for Services
Nonstandard TOC Applications
Buy-in
How Practitioners Can Get Started
How Researchers Can Contribute
What Students Should Know
What Is Customer Support (Also Known as Technical Support)?
Steady Erosion of Income in the CS Area
The Warranty Trap
A—B
A—C
B—D
C—D′
D—D′
Differential Pricing
Basic Services
Extended Basic Services
Limited FSE Visits
Extended FSE Visits
Complementing FSE Visits
Complementing Extended FSE Visits
Parts Services
Important Notes
Value-Added Services
Launching of Expert Systems
Third-Party Maintenance (or TPM)
Installations, Implementations, and Projects
Key Decisions
Policies and Measurements
Theory of Constraints
Lean
Six Sigma
Patients’ Perspective
Doctors’ Perspective
Insurers’ Perspective
Hospitals’ Perspective
Business Owners’ Perspective
Governments’ Perspective
Elaborating on the 5FS
Parallel Assumptions
Necessary Assumptions
Sufficiency Assumptions
An Example
Steps to success for a private, academic, or government-run dental practice
Why Healthcare Systems Need to Improve
The Goal of Healthcare
Where to Start: Government or Facility?
The Organic Nature of Healthcare Facilities
The Human “Engine of Healthcare”
The Constantly Evolving Workforce
The Reality of Healthcare
Current Problem Solving Techniques
Adapting Industry’s Solutions for Healthcare
Where Should the Constraint Reside in Healthcare?
Starting an Organization on a Process of Ongoing Improvement
Providing a Safe Platform and an Effective Mechanism
Building the Current Reality Tree (CRT) of a Facility
Training the Process Units
Providing a Knowledge Base for Achieving the Goal Now
Providing the Knowledge Base for Achieving the Goal in the Future
Addressing the New Core Problem
Leaving a TOC Legacy
Undesirable Effects of Complex Organizations
The Core Conflict for Complex Organizations
What the Market Expects (A ← B)
Adding Capabilities (B ← D)
Predictable Response to Customers (A ← C)
Avoiding Disruptions (C ← D)
Doing Both (D ←→ D)
Concepts in Organization Complexity
Categories of Activities
Flows in Complex Organizations
Flow Control with Critical Chain
The Definition of the Common Simple Measure
Using TDD: An Example
A Closer Look at the Distribution Department
Units to Which TDD Applies: Degree of Impact on Throughput
Alternatives for When TDD Does Not Seem to Fit
Inventory Dollar Days
Summary of Measures
Focusing for Balance (and Changing the Culture of the Company)
The Usefulness of Dollar Day Measures in General
Tools for Resolution
Controlled Resource Allocation
The Value of Everyone Measured by the Same Simple Measures
Leadership Certification
The Top of the VV S&T Trees
Level 2 of the Retailer S&T Tree
Overview of Level 2 of VV S&T Trees
Level 3 of the Retailer S&T Tree
General Overview of the VV S&T Tree Structure
Levels 4 and 5 of the Retailer S&T Tree
Need for Lower Levels of an S&T Tree
How the S&T Tree Relates to Other Thinking Process Tools of TOC
Consumer Goods (CG) S&T Tree
Reliable Rapid Response S&T Tree
Projects S&T Tree
Comparison of RRR and Project S&T Trees
Pay per Click S&T Tree
Categories of Variability
A Closer Look at Variability
Different Tools for Different Types of Variability
The TOC Approach
Introduction
Some History and What We Learned
What Change was Needed
How to Cause the Change
What We Did to Implement the Change
“Oh Canada”
Results after Six Months
Introduction
What Do We Need To Change?
What Do We Change To?
How Do We Cause the Change?
Results
Introduction
The Analysis
Results after Two Years
Background: Father-Son Dilemmas
A Review of Constructing the Evaporating Clouds
College Student Dilemma (Undergraduate)
EC of the Classic Dilemma