McGraw-Hill Theory of Constraints Handbook - James F Cox III, John Schleier

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In this authoritative volume, the world's top Theory of Constraints (TOC) experts reveal how to implement the ground-breaking management and improvement methodology developed by Dr. Eliyahu M. Goldratt. Theory of Constraints Handbook offers an in-depth examination of this revolutionary concept of bringing about global organization performance improvement by focusing on a few leverage points of the system. Clear explanations supplemented by examples and case studies define how the theory works, why it works, what issues are resolved, and what benefits accrue, and demonstrate how TOC can be applied to different industries and situations. Theory of Constraints Handbook covers: * Critical Chain Project Management for realizing major improvements in delivering projects on time, to specification, and within budget * Drum-Buffer-Rope (DBR), Buffer Management, and distribution for maximizing throughput and minimizing flow time * Performance measures for applying Throughput Accounting to improve organizational performance * Strategy, marketing, and sales techniques designed to increase sales closing rates and Throughput * Thinking Processes for simple and complex environments * TOC methods to ensure that services actions support escalating demand for services while retaining financial viability * Integrating the TOC Thinking Processes, the Strategy and Tactic Tree, TOC measurements, the Five Focusing Steps of TOC, and Six Sigma as a system of tools for sustainable improvement Table of contents Section I: What is TOC?; Chapter 1. Introduction to TOC—My Perspective; Section II: Critical Chain Project Management; Chapter 2. The Problems with Project Management; Chapter 3. A Critical Chain Project Management Primer; Chapter 4. Getting Durable Results with Critical Chain—A Field Report; Chapter 5. Making Change Stick; Chapter 6. Project Management in a Lean World—Translating Lean Six Sigma (LSS) into the Project Environment; Section III: Drum-Butter-Rope, Buffer Management and Distribution; Chapter 7. A Review of Literature on Drum-Butter-Rope, Buffer Management and Distribution; Chapter 8. DBR, Buffer Management, and VATI Flow; Chapter 9. From DBR to Simplified-DBR for Make-to-Order; Chapter 10. Managing Make-to-Stock and the Concept of Make-to-Availability; Chapter 11. Supply Chain Management; Chapter 12. Integrated Supply Chain; Section IV: Performance Measures; Chapter 13. Traditional Measures in Finance and Accounting, Problems, Literature Review, and TOC Measures; Chapter 14. Resolving Measurement/Performance Dilemmas; Chapter 15. Continuous Improvement and Auditing; Chapter 16. Holistic TOC Implementation Case Studies; Section V: Strategy, Marketing, and Sales; Chapter 17. Traditional Strategy Models and Theory of Constraints; Chapter 18. Theory of Constraints Strategy; Chapter 19. Strategy; Chapter 20. The Layers of Resistance—The Buy-In Process According to TOC; Chapter 21. Less is More—Applying the Flow Concepts to Sales; Chapter 22. Mafia Offers: Dealing With a Market Constraint; Section VI: Thinking Processes; Chapter 23. The TOC Thinking Processes; Chapter 24. Daily Management with TOC; Chapter 25. Thinking Processes Including S&T Trees; Chapter 26. TOC for Education; Chapter 27. Theory of Constraints in Prisons; Section VII: TOC in Services; Chapter 28. Services Management; Chapter 29. Theory of Constraints in Professional, Scientific, and Technical Services; Chapter 30. Customer Support Services According to TOC; Chapter 31. Viable Vis