A global team of Theory of Constraints gurus thoroughly explain this management and improvement methodology and demonstrate its applications Theory of Constraints Handbook provides detailed guidance from the world s top experts on how to implement the management and improvement methodology developed by Dr. Eliyahu Goldratt and made famous in his 1984 book, The Goal. Clear case studies define how the theory works, why it works, what issues are resolved, and what benefits accrue. This authoritative resource discusses strategy, performance measures, operations, supply chains, and project…mehr
A global team of Theory of Constraints gurus thoroughly explain this management and improvement methodology and demonstrate its applications Theory of Constraints Handbook provides detailed guidance from the world s top experts on how to implement the management and improvement methodology developed by Dr. Eliyahu Goldratt and made famous in his 1984 book, The Goal. Clear case studies define how the theory works, why it works, what issues are resolved, and what benefits accrue. This authoritative resource discusses strategy, performance measures, operations, supply chains, and project management. Theory of Constraints Handbook Is written by a global team of 43 of the world's top TOC experts Features a lead chapter written by Dr. Eliyahu Goldratt, developer of the TOC, and author of The Goal , which has sold more than 4 million copies worldwide Applies TOC to many different areas--Supply Chain Management, Lean Six Sigma, Marketing, Sales, Finance, Services, and Healthcare Comprehensive coverage of the Theory of Constraints: Founder Perspective; Academic Perspective; Critical Chain Project Management; Problems of CPM; Critical Chain Tutorial/Value Earned Problems; A System for Managing Multi-Project Execution; The Meta Process: How to Create and Evaluate Effective Implementation Processes; Lean Critical Chain; DBR, Buffer Management, and Distribution; Traditional P&C Systems; VATI, DBR, and Buffer Management; From DBR to S-DBR; SDBR in Make-to-Available; Supply Chain; Integrated SC; Performance Measures; Problems of Traditional Measures in Finance and Accounting; Resolving Measurement / Performance Dilemmas; Continuous Improvement and Auditing; Implementing the Theory of Constraints; Strategy, Marketing, and Sales; The Layers of Resistance The Buy-in Process According to TOC; The Sales Process; Mafia Offers/Pricing/Cash to Cash Cycle; Thinking Processes; Problems with Traditional Problem Solving; Managing Day-to-Day Operations; Thinking Processes Including S&T Trees; TOC for Education; TOC in Prisons; TOC for Personal Productivity; TOC in Services; Problems of Traditional Services; TOC in Professional, Scientific, and Technical Services; TOC in Customer Support Services; TOC in the Medical Practice; TOC in Large Scale Health Care Systems; TOC in Complex Environments; Applications of the S&T Trees in Organizations; Complex Environments; TOC/Lean/Six Sigma Integration
James F. Cox III, Ph.D, CFPIM, CIRM, holds TOCICO certifications in Production and Supply Chain, Performance Measurement, Critical Chain, Strategy and Tactics, and Thinking Processes. He is a Jonah's Jonah, Professor Emeritus, and was the Robert O. Arnold Professor of Business in the Terry College of Business at the University of Georgia. Prior to his tenure at UGA, Dr. Cox held the E. L. Lowder Professorship in the School of Business at Auburn University. John G. Schleier, Jr., holds TOCICO certifications in all disciplines. He was President and Chief Operating Officer of the Mortgage Services Division of Alltel, Inc., Executive Vice President of Computer Power, Inc., and Director of Office Systems and Data Delivery for IBM, where he directed major software development projects, sales administration, and financial functions. Mr. Schleier served on the faculty of The University of Georgia Terry College of Business Administration as IBM Executive in Residence and as Executive Professor of Management.
Inhaltsangabe
I: What is TOC? Founder Perspective Academic Perspective II: Critical Chain Project Management Problems of CPM Critical Chain Tutorial/Value Earned Problems A System for Managing Multi-Project Execution The Meta Process: How to Create and Evaluate Effective Implementation Processes Lean Critical Chain III: DBR, Buffer Management, and Distribution Traditional P&C Systems VATI, DBR, and Buffer Management From DBR to S-DBR SDBR in Make-to-Available Supply Chain Integrated SC IV: Performance Measures Problems of Traditional Measures in Finance and Accounting Resolving Measurement / Performance Dilemmas Continuous Improvement and Auditing Implementing the Theory of Constraints V: Strategy, Marketing, and Sales Problems of Traditional Strategy/Marketing/Sales Theory of Constraints Strategy Strategy The Layers of Resistance The Buy-in Process According to TOC The Sales Process Mafia Offers/Pricing/Cash to Cash Cycle VI: Thinking Processes Problems with Traditional Problem Solving Managing Day-to-Day Operations Thinking Processes Including S&T Trees TOC for Education TOC in Prisons TOC for Personal Productivity VII: TOC in Services Problems of Traditional Services TOC in Professional, Scientific, and Technical Services TOC in Customer Support Services TOC in the Medical Practice TOC in Large Scale Health Care Systems VIII: TOC in Complex Environments Applications of the S&T Trees in Organizations Complex Environments TOC/Lean/Six Sigma Integration IX: Summary
I: What is TOC? Founder Perspective Academic Perspective II: Critical Chain Project Management Problems of CPM Critical Chain Tutorial/Value Earned Problems A System for Managing Multi-Project Execution The Meta Process: How to Create and Evaluate Effective Implementation Processes Lean Critical Chain III: DBR, Buffer Management, and Distribution Traditional P&C Systems VATI, DBR, and Buffer Management From DBR to S-DBR SDBR in Make-to-Available Supply Chain Integrated SC IV: Performance Measures Problems of Traditional Measures in Finance and Accounting Resolving Measurement / Performance Dilemmas Continuous Improvement and Auditing Implementing the Theory of Constraints V: Strategy, Marketing, and Sales Problems of Traditional Strategy/Marketing/Sales Theory of Constraints Strategy Strategy The Layers of Resistance The Buy-in Process According to TOC The Sales Process Mafia Offers/Pricing/Cash to Cash Cycle VI: Thinking Processes Problems with Traditional Problem Solving Managing Day-to-Day Operations Thinking Processes Including S&T Trees TOC for Education TOC in Prisons TOC for Personal Productivity VII: TOC in Services Problems of Traditional Services TOC in Professional, Scientific, and Technical Services TOC in Customer Support Services TOC in the Medical Practice TOC in Large Scale Health Care Systems VIII: TOC in Complex Environments Applications of the S&T Trees in Organizations Complex Environments TOC/Lean/Six Sigma Integration IX: Summary
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