Theory of Constraints Handbook - James Cox Iii [8]
Introduction
Background
Barriers to Adoption
Challenges in the PSTS Sector
What TOC Has to Offer
What to Change
Expertise and Assets
Service Delivery
Measurement
Marketing and Sales
Strategy
What to Change to
Replenishment for Services
Critical Chain for Services
Drum-Buffer-Rope for Services
Throughput Accounting for Services
Nonstandard TOC Applications
How to Cause the Change
Buy-in
How Practitioners Can Get Started
How Researchers Can Contribute
What Students Should Know
Summary
References
About the Author
30 Customer Support Services According to TOC Alex Klarman and Richard Klapholz
Introduction—The Need for Change
What Is Customer Support (Also Known as Technical Support)?
Steady Erosion of Income in the CS Area
The Warranty Trap
What to Change
What to Change to
A—B
A—C
B—D
C—D′
D—D′
Differential Pricing
The Array of Service Offerings
Basic Services
Extended Basic Services
Limited FSE Visits
Extended FSE Visits
Complementing FSE Visits
Complementing Extended FSE Visits
Parts Services
Important Notes
Other Service Offerings
Value-Added Services
Launching of Expert Systems
Third-Party Maintenance (or TPM)
Installations, Implementations, and Projects
How to Implement the Change
Key Decisions
Policies and Measurements
Summary
References
About the Authors
31 Viable Vision for Health Care Systems Gary Wadhwa
Introduction
The Tools for Improvement
Theory of Constraints
Lean
Six Sigma
Undesirable Effects of the Current Health Care System
Patients’ Perspective
Doctors’ Perspective
Insurers’ Perspective
Hospitals’ Perspective
Business Owners’ Perspective
Governments’ Perspective
Defining the Goal of the Health Care System
Improving Quality and Quantity of Patient Flow through Health Systems
Elaborating on the 5FS
Thinking Processes for Identifying Root Cause of Physical Constraints to the Flow of Patients
Throughput Accounting for Performance Measurement and Decision Making in Health Care
Strategy and Tactic Tree to Implement and Achieve the Viable Vision
Parallel Assumptions
Necessary Assumptions
Sufficiency Assumptions
An Example
A Case Study of VV Success
General Discussion
References
About the Author
Appendix A: Strategy and Tactic Tree for Viable Vision
Addendum: Excerpt from the Book Vision for Successful Dental Practice by Gerry Kendall and Gary Wadhwa
Steps to success for a private, academic, or government-run dental practice
32 TOC for Large-Scale Healthcare Systems Julie Wright
Introduction
Why Change
Why Healthcare Systems Need to Improve
The Goal of Healthcare
What to Change
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
What to Change to
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
How to Cause the Change
Training the Process Units
The Process of Ongoing Improvement
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
Summary
Proof of Concept
References
About the Author
Section VIII TOC in Complex Environments
33 Theory of Constraints in Complex Organizations James R. Holt and Lynn H. Boyd
Overview
Definition of Complexity
Major Problems with Complex Organizations
Undesirable Effects of Complex Organizations
The Core Conflict for Complex Organizations
The Direction of the Solution
What the Market Expects (A←B)
Adding Capabilities (B←D)
Predictable Response to Customers (A←C)
Avoiding Disruptions (C←D)
Doing Both (D←→D)
Additional Understanding of Complex Organizations
Finding an Injection
Breakthrough Injection
Concepts in Organization