Theory of Constraints Next Step

A Guide to Implementing the Theory of Constraints (TOC)
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What’s The Next Step?

What to do next? I think that there are 3 options. Here they are;

(1) Plan A

(2) Plan B

(3) Plan C

Let’s take a look at each of these in detail.

Plan A – Do It Yourself

Recommended for direct owners of business with one or maybe two functional/logistical areas, such as manufacturing, or distribution, or marketing, or sales.

Invest in the Insights series of introductory presentations/animations for operations, distribution and supply chain, finance and measurements, project management and engineering (see links and resources for details).

Then;

Invest in the 8 self-learning CD-ROM presentations on; operations, finance and measurements, distribution and supply chain, project management and engineering, sales and buy-in, marketing, people, strategy and tactics (see links and resources for details).

Then;

Beg, steal, borrow, or make a digital transfer of Goldratt’s tape on how to change an organization (1). This will tell you how to use the above material.

Plan B – Do It Yourself With Facilitation

Recommended for as above, and in addition, direct owners with a large span of functional/logistical areas or executive/managers of multi-functional/logistical firms.

Invest in the Insights series of introductory presentations/animations for operations, distribution and supply chain, finance and measurements, project management and engineering.

Then;

Get a good facilitator who is willing to work in/on/alongside your firm, as required, to guide the process as outlined in Goldratt’s tape, and who actively understands the issues that will arise. The details of a recommended facilitator can be found in contacts.

Plan C – Do It Yourself With Viable Vision

Theory of Constraints as a business approach, or as a management philosophy, or just as a plain out philosophy, is growing in scope so quickly that writing a website about drum-buffer-rope or replenishment seems absolutely pedestrian.

Viable Vision is Goldratt’s offer to suitable businesses to transform current total sales into net profits within 4 years (2). Take yourself and one or two of your top managers to one of Goldratt’s Viable Vision seminars. The difference is really one of scale. A Viable Vision can’t be facilitated by one person, it takes a team of people, and the potential is immense.

But don’t take my word for it, go have a look for yourself.

References

(1) Goldratt, E. M., (1999) How to change an organization. Video JCI-11, Goldratt Institute.

(2) Kendall, G. I., (2005) Viable vision: transforming total sales into net profits. J. Ross Publishing, 152 pp.