Theory of Constraints Handbook - James Cox Iii [790]
Using Buffer Management to Increase Your Effectiveness
Sheila’s Story
Personal Productivity
Sheila’s Epilogue
Our Epilogue on Sheila
Section I What Is TOC?
1 Introduction to TOC—My Perspective Eliyahu M. Goldratt
Focus
Constraints and Non-Constraints
Measurements
The Goal and The Race
Other Environments
The Thinking Processes
The Market Constraint
Capitalize and Sustain
Ever Flourishing
Strategy and Tactic Trees
New Frontiers
References
About the Author
Section II Critical Chain Project Management
2 The Problems with Project Management Ed Walker
Introduction
Purpose and Organization of the Chapter
Traditional Planning and Control Mechanisms in Project Management
Brief Review of Project Management Literature
Development of Guidelines
A Brief Over view of Critical Chain Project Management
Brief Review of Critical Chain Literature
Summary and Conclusions
References
About the Author
3 A Critical Chain Project Management Primer Charlene Spoede Budd and Janice Cerveny
Introduction
Key Elements of Critical Chain
Scheduling a Single Project
Critical Chain Scheduling
Scheduling Projects in Multi-Project Environments
Project Control: The Power of Buffer Management
Project Budgeting
Project Reporting
Causing the Change: Behavioral Issues, Management Tactics, and Implementation
Summary
References
About the Authors
4 Getting Durable Results with Critical Chain—A Field Report Realization Technologies, Inc.
Background
Purpose and Organization
Recap of Critical Chain
Practical Challenges in Implementing Critical Chain
Step-By-Step Process for Implementing Critical Chain
Lessons Learned
Frequently Asked Questions
Summary
References
About the Author
5 Making Change Stick Rob Newbold
Introduction
The Uptake Problem
The Cycle of Results (CORE)
Implementation Planning
Summary
References
About the Author
6 Project Management in a Lean World—Translating Lean Six Sigma (LSS) into the Project Environment AGI-Goldratt Institute
Introduction: It’s a Lean World
What Is the Project Environment’s Point of View to Being Leaned?
What Do We Improve?
The Five Principles of Lean Applied to the Project Environment
Leaning Traditional Project Management
References
About the Author
Section III Drum-Buffer-Rope, Buffer Management and Distribution
7 A Review of Literature on Drum-Buffer-Rope, Buffer Management and Distribution John H. Blackstone Jr.
Introduction
Literature on Precursors of TOC and DBR
Literature on DBR Scheduling
Special Cases
Buffer Management Literature
TOC and Distribution
Problems with DBR
Summary and Conclusions
References
About the Author
8 DBR, Buffer Management, and VATI Flow Classification Mokshagundam (Shri) Srikanth
Introduction
Managing Flow—Planning and DBR
The DBR System
Managing Flow with DBR—An Example
Managing Flow—Controlling Execution and Buffer Management
Complex Production Environments and a Classification Scheme
V, A, T, and I Flows—Descriptions and Examples
Summary
References
About the Author
9 From DBR to Simplified-DBR for Make-to-Order Eli Schragenheim
Introduction
A Historical Background and Perspective
Three Views on Operations Planning and Execution
Challenging the Traditional DBR Methodology
Outlining the Direction of the Solution
Where S-DBR Fits Nicely
Implementation Issues and Processes
Looking Ahead to MTS
Suggested Reading
References
About the Author
10 Managing Make-to-Stock and the Concept of Make-to-Availability Eli Schragenheim
Introduction
Why Is a Special Methodology for MTS Required?
What to Do? The Direction of the Solution
Monitoring the Target Level Size—Dynamic Buffer