James Cox and John Schleier
Theory of Constraints Handbook
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The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
Program Details
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 Vision for Health Care Systems;
Chapter 32. TOC for Large-Scale Healthcare Systems;
Section VIII: TOC in Complex Environments;
Chapter 33. Theory of Constraints in Complex Organizations;
Chapter 34. Applications of Strategy and Tactics Trees in Organizations;
Chapter 35. Complex Environments;
Chapter 36/ Combining Lean, Six Sigma, and the Theory of Constraints to Achieve Breakthrough Performance;
Chapter 37. Using TOC in Complex Systems;
Chapter 38. Theory of Constraints for Personal Productivity/Dilemmas;
Selected Bibliography of Eliyahu M. Goldratt;
Index
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 Vision for Health Care Systems;
Chapter 32. TOC for Large-Scale Healthcare Systems;
Section VIII: TOC in Complex Environments;
Chapter 33. Theory of Constraints in Complex Organizations;
Chapter 34. Applications of Strategy and Tactics Trees in Organizations;
Chapter 35. Complex Environments;
Chapter 36/ Combining Lean, Six Sigma, and the Theory of Constraints to Achieve Breakthrough Performance;
Chapter 37. Using TOC in Complex Systems;
Chapter 38. Theory of Constraints for Personal Productivity/Dilemmas;
Selected Bibliography of Eliyahu M. Goldratt;
Index
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