Manufacturers use constraints management first to gain the most demand-driven change Last time, we talked about focusing on enterprise improvements rather than local efficiencies using constraints management (TOC). We discussed that continuous improvement tools such as TOC, Lean and Six Sigma work like “sandpaper” on an organization’s processes, smoothing various stages of their demand-driven journey. I likened TOC to the “coarse” grit of sandpaper—the one to use first to get
Engineering design fiascos – spending thousands to save pennies This is a true story. The names have been changed to protect the innocent. It’s meant to illustrate how using constraints-based thinking can uncover the hidden price of cost-cutting projects. Several years ago, a friend of mine was working in the quality group at a large automotive company. We will call
Using the Theory of Constraints to Become More Demand-Driven- Part 1 In my last blog post on How TOC delivers powerful results, I talked about how every manufacturer that I worked for early in my career believed that their environment was completely unique. However, just like doctors are trained not to look for zebras when diagnosing horses, the Theory of Constraints (TOC) allows you to diagnose your environment in the
Necessary demand-driven components: How TOC delivers powerful results I grew up in a home where my family held daily quizzes around the dinner table about what we learned during the day at work or school. These topics ranged from Astronomy to current events – yet what this experience instilled in me was not so much knowledge in specific disciplines, but the idea that I could learn something new each day.