From time to time I get asked to provide an
Index of my Postings so that readers can scan it and look at older posts. Here is my latest Index. The number corresponds to the Focus and Leverage post number followed
by a description of contents. I hope I
got them all correct.
Post
# Subject Discussed
1. Introduction to TOC – Lean – Six Sigma
2. Why Improvement Initiatives Fail
3. The Basic Concepts of TOC
4. Throughput Accounting
5. The Process of On-Going Improvement (POOGI)
6. The 3 Cycles of Improvement
7. Combining TOC, Lean and Six Sigma Graphically
8. Step 1a Performance Metrics
9. Planning Steps 1b and 1c Reducing Waste and Variation
10. Developing a Constraint’s Improvement Plan
11. This number was skipped
12. Steps 1b and 1c Reducing Waste and Variation plus an intro to
DBR
13. Drum-Buffer-Rope
14. The Final Steps of UIC
15. How do I start the UIC?
16. The 10 Prerequisite Beliefs
17. Comparing Lean, Six Sigma and TOC
18. Types of Constraints
19. The Logical Thinking Processes
20. Undesirable Effects (UDE’s)
21. Categories of Legitimate Reservation
22. Current Reality Trees
23. Constructing Current Reality Trees
24. Conflict Diagrams Basic Principles
25. Constructing Conflict Diagrams
26. Intro to Future Reality Trees
27. Constructing Future Reality Trees
28. Prerequisite Trees
29. Constructing Prerequisite Trees
30. Transition Trees
31. Constructing Transition Trees
32. Book Announcement
33. Project Management Failures
34. Project Management Negative Behaviors
35. Critical Path Management (CPM)
36. Critical Chain Project Management (CCPM)
37. Tracking Projects In CCPM
38. Final Posting on CCPM
39. Intro to the TOC Parts Replenishment Model versus the Min/Max
System
40. The TOC Parts Replenishment Model
41. Interview with Joe Dager from Business901
42. Deming, Ohno and Goldratt Commonality
43. Dedication to Dr. Eliyahu Goldratt
44. How processing time, cycle time, throughput and WIP are
interrelated
45. Little’s Law
46. Batch and queue production system and the fallacy of a balanced
line
47. Why an unbalanced line is better.
48. What prevents me from making more money now and more money in
the future?
49. More on the 10 Prerequisite Beliefs
50. Motivating a work force to actively participate in improvement initiatives
51. Re-Introducing the Intermediate Objectives Map
52. Introducing Be Fast or Be Gone: Racing the Clock with CCPM
53. Parkinson’s Law, The Student Syndrome, Cherry Picking and
Multi-Tasking
54. Overcoming the four negative behaviors in Project Management
55. Intro to combining the Interference Diagram
(ID) and the IO Map
56. The Simplified Strategy
57. The Interference Diagram
58. Interference Diagram for Strategy
59. The ID/IO Simplified Strategy
60. Preface Part 1 for Epiphanized©
61. Preface Part 2 for Epiphanized©
62. CHAPTER 1 Part 1 for Epiphanized©
63. CHAPTER 1 Parts 2 and 3 for Epiphanized©
64. CHAPTER 1 Part 4 for Epiphanized©
65. CHAPTER 1 Part 5 for Epiphanized©
66. Focused Operations
Management For Health Service Organizations by Boaz Ronen, Joseph Pliskin and Shimeon Pass
67. Marketplace Constraints
68. A Discussion on Variability
69. More Discussion on Variability
70. Still More Discussion on Variability
71. Paper from the International Journal of Integrated Care
72. Value Stream Mapping
73. Paths of Variation
74. Step 3, Subordination
75. The Key to Profitability: Making Money Versus Saving Money
76. My First Experience With TOC
77. TOC in Non-Manufacturing Environments
78. Deborah Smith’s Excellent Chapter in the TOC Handbook (i.e.
Chapter 14)
79. More on Performance Metrics
80. Efficiency, Productivity, and Utilization (EPU) ©
81. Productivity as a Performance Metric
82. Utilization as a Performance Metric
83. What the Dog Saw – Malcolm Gladwell
84. Speaking at the CPI Symposium – Cal State, Northridge
85. NOVACES – A Great Young Company
86. NOVACES’ SystemCPI©
87. Problems With My Publisher
88. The Why? – Why? Diagram
89. Experience With the Integrated Methodology
90. A New Piping Diagram
91. The Healthcare Industry
92. More Bad News From the Publisher
93. A Message from the CPI Symposium
94. Multiple Drum-Buffer-Rope
95. Problem Solving Roadmap
96. Problem Prevention Roadmap
97. Improving Profitability
98. More on Throughput Accounting
99. More on Parts Replenishment
100. TLS
101. Engaging the "Money Makers" in Your Company
102. A Conversation on the Theory of Constraints
103. The Key to Successful Consulting Engagements
104. The Three Basic Questions to Answer
105. A Problem With the Airlines
106. A Better Way to Improve Processes and Systems
107. The Problem With Project Management
108. Critical Path Project Management Revisited
109. Critical Chain Project Management Revisited
110. The Fever Chart
111. Comparing CPM and CCPM
112. Performance
Improvement for Healthcare – Leading Change with Lean, Six Sigma and
Constraints Management
113. More on Performance
Improvement for Healthcare
114. Even more on Performance
Improvement for Healthcare
115. Still One More on Performance
Improvement for Healthcare
116. The Final One on Performance
Improvement for Healthcare
117. The Real Final One on Performance
Improvement for Healthcare
118. Focused Operation's Management for Health Services
Organizations.
119. Focused Management Methodology
120. The Clogged Drain
121. The “Soft” Tools of Improvement
122. More on TOC’s Distribution/Replenishment solution
123. Still More on TOC’s Distribution/Replenishment solution
124. Amir Schragenheim’s Chapter 11 entry in the TOC Handbook
125. Comparison of Lean, Six Sigma and TOC
126. A Simple Lesson on Applying TLS to Your Processes
127. A Historical Index of Blog Postings
128. Mafia Offers – An Unrefusable Offer
129. Mafia Offers – Part 2
130. TOC Applications
131. Airline Problems
132. A Video Interview
133. A Consulting Engagement in MRO
134. Viable Vision Book Review/Promotion
135. Cost Accounting versus Throughput
Accounting
136. Performance Metrics
137. On-The-Line Charting
138. A Memorable Review of Epiphanized
139. Active Listening – How to Improve Morale
and Rapidly Improve Throughput
140. Emergency Room Improvement Initiative
141. Is Change Really Necessary?
142. Getting Buy-In for a Change
143. MRO Case Studies
144. Another MRO Case Study
145. TOC in a Medical Environment
146. Using Your Senses in Continuous
Improvement – A Lesson Learned
Bob Sproull
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