Theory of Constraints Handbook - James Cox Iii [792]
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
Disagreement on the Solution
Disagreement on the Implementation
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
Can You Create a Mafia Offer?
The Templates
Summary
References
About the Author
Section VI Thinking Processes
23 The TOC Thinking Processes Victoria J. Mabin and John Davies
Introduction
The Nature, Development, and Use of the TOC TP
The Nature of Other Approaches to Problem-Solving and Decision Making
Lessons for TOC from the Literature
The Nature and Use of the TOC Thinking Processes Revisited
Summary
References
About the Authors
24 Daily Management with TOC Oded Cohen
Introduction—Purpose of the Chapter
Solving Daily Problems
From a Problem to the Solution Implementation
Conclusion—Problem Solving the TOC Way
References
About the Author
25 Thinking Processes Including S&T Trees Lisa J. Scheinkopf
Introduction: Anybody Can Be a Jonah!
The Basic Building Block—Cause-and-Effect Logic
Basic Terms and Mapping Protocol
Tools for Daily Decision Making and Problem Solving
Negative Branch Reservation (NBR)
Evaporating Cloud (EC)
The Integrated TOC Thinking Processes
What to Change?
The Bank Case: What to Change, Snowflake Approach
To What to Change
How to Cause the Change
The Strategy & Tactic Tree
Chapter Wrap-Up
References
About the Author
Appendix B: Categories of Legitimate Reservation 1
26 TOC for Education Kathy Suerken
Why Change?
What to Change?
What to Change to?
How to Cause the Change?
A Process of Ongoing Improvement
References
About the Author
27 Theory of Constraints in Prisons Christina Cheng
Introduction
What To Change?
What to Change to?
How to Effect the Change?
Results
Follow-on Implementations
Future Recommendations
Summary and Conclusion
About the Author
Section VII TOC in Services
28 Services Management Boaz Ronen and Shimeon Pass
Introduction
Survey of Service Organizations TOC Literature
Brief Assessment of Service Management
TOC Concepts and Tools for Service Organizations
How to Implement the Change?
The Remaining Chapters in This Section
References
About the Authors
29 Theory of Constraints in Professional, Scientific, and Technical Services John Arthur Ricketts
Introduction
Background
What to Change
What to Change to
How to Cause the Change
Summary
References
About the Author
30 Customer Support Services According to TOC Alex Klarman and Richard Klapholz
Introduction—The Need for Change
What to Change