Post # Subject Discussed
Each of the following postings can be reached by
searching for the number designation below.
For example: 1 is Focus and
Leverage Part 1 or 2 is Focus and Leverage Part 2 and so forth. The link to the first blog posting is:
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 Offer Part 1
129. Mafia Offer Part 2
130. Mafia Offer Part 3
131. Airline Problems
132. A YouTube Interview with Bob Sproull and
Mike Hannan
133. Active Listening
134. Viable Vision
135. Throughput Accounting
136.
Performance Metrics
137.
On-the-Line Charting
138.
Comment on Epiphanized from a
reader in the US Marines
139.
Active Listening
140.
Healthcare Case Study
141. Change
142.
Getting buy-in for Change
143.
Aviation Maintenance, Repair and Overhaul Client Part 1
144. Aviation
Maintenance, Repair and Overhaul Client Part 2
145.
Continuous Improvement in Healthcare
146. Using
Your Senses in Continuous Improvement
147. A
Video by Phillip Marris on CI
148. An
article about a Construction Company Using the TOC Thinking Processes
149. Using
TOC in Healthcare Part 1
150. Using
TOC in Healthcare Part 2
151. Using
TOC in Healthcare Part 3 Supply Replenishment
152. Using
TOC in Healthcare Part 4 Supply Replenishment (con’t)
153. Using
TOC in Healthcare Part 5 Supply Replenishment (final)
154. The
Sock Maker
155. The
Negative Effects of Using Efficiency
156. Cost
Accounting Part 1
157. A
Political Voting Story
158. Cost
Accounting Part 2
159. Cost
Accounting Part 3
160. Using
TLS for the Affordable Care Act
161. The
System Constraint in Hospitals Part 1
162. Wait
Times in Hospitals
163. The
Oncology Clinic Case Study Part 1
164. The
Oncology Clinic Case Study Part 2
165. Article:
Emergency Department Throughput, Crowding, and Financial Outcomes for Hospitals
166.
Goldratt’s 5 Focusing Steps in Healthcare
167. My
First Experience With TOC Part 1
168. My
First Experience With TOC Part 2
169. My
First Experience With TOC Part 3
170. My
First Experience With TOC Part 4
171. My
First Experience With TOC Part 5
172. My
First Experience With TOC Part 6
173. Healthcare
Case Study Part 1
174.
Healthcare Case Study Part 2
175.
Healthcare Case Study Part 3
176. TOC
in Healthcare
177.
Healthcare Case Study Part 4
178. My
Transition From Aviation Maintenance to Healthcare
179. Door
to Doc Time Case Study Part 1
180. Door
to Doc Time Case Study Part 2
181. Door
to Doc Time Case Study Part 3
182. Door
to Doc Time Case Study Part 4
183. My
White Paper in Quality Forum Part 1
184. My
White Paper in Quality Forum Part 2
185. My
White Paper in Quality Forum Part 3
186. A
Meeting on Epiphanized at the
Pittsburgh Airport
187.
Billing for Immunizations Case Study Part 1
188. Some
Thoughts on Performance Improvement Part 1
189. Some
Thoughts on Performance Improvement Part 2
190. Case
Study on Using TOC in Healthcare
191. IO
Map
192. TOC
Thinking Process Tools Part 1
192B. TOC
Thinking Process Tools Part 2
193. Case
Study on How to Use TOC’s Thinking Processes Part 1
194. Case
Study on How to Use TOC’s Thinking Processes Part 2
195. Case
Study on How to Use TOC’s Thinking Processes Part 3
196.
Synchronized and Non-synchronized Production
197.
Competitive Edge Factors
198. Case
Study on How to Use TOC’s Thinking Processes Part 4
199. Case
Study on How to Use TOC’s Thinking Processes Part 5
200. Case
Study on How to Use TOC’s Thinking Processes Part 6
201. Case
Study on How to Use TOC’s Thinking Processes Part 7
202. Case
Study on How to Use TOC’s Thinking Processes Part 8
203. Case
Study on How to Use TOC’s Thinking Processes Part 9
204. Case
Study on How to Use TOC’s Thinking Processes Part 10
205. Case
Study on How to Use TOC’s Thinking Processes Part 11
206. Case
Study on How to Use TOC’s Thinking Processes Part 12
207. Case
Study on How to Use TOC’s Thinking Processes Part 13
208. Case
Study on How to Use TOC’s Thinking Processes Part 14
209. Case
Study on How to Use TOC’s Thinking Processes Part 15
210. Case
Study on How to Use TOC’s Thinking Processes Part 16
211. The
IO Map Revisited Part 1
212. The
IO Map Revisited Part 2
213. The IO
Map Revisited Part 3
214. The
IO Map Revisited Part 4
215. An
Interview About The Ultimate Improvement
Cycle by Joe Dager
216. Healthcare
Case Study: Door to Balloon Time Part 1
217. More
On My First Experience With TOC Part 1
218. More
On My First Experience With TOC Part 2
219. More
On My First Experience With TOC Part 3
220. More
On My First Experience With TOC Part 3
221. More
On My First Experience With TOC Part 4
222. A
Discussion on Constraints Management Part 1
223. A
Discussion on Constraints Management Part 2
224. A
Discussion on Constraints Management Part 3
225. A
Discussion on Constraints Management Part 4
226. A
Discussion on Constraints Management Part 6
227. How I
Present TOC Basics to Students & Teams Part 1 (Most viewed of all posts)
228. How I
Present TOC Basics to Students & Teams Part 2
229.
YouTube Video on Improving Flow Through a Bottleneck
230.
YouTube Video on Throughput Accounting
231.
YouTube Video on What to Change
232.
YouTube Video on What to Change To
233.
YouTube Video on How to Cause the Change to Happen
234. A
Meeting With an Executive of a Larger Corporation
235. The
Missing Link
236. You
Tube Video by Goldratt on Henry Ford and Taichi Ohno
237. Prevention
Versus Detection – The Bug Guy
238. An
Article by Anna Gorman of the LA Times
239. TOC’s Solution to Supply Chain Problems
240. The Nun
and the Bureaucrat Part 1
241. The Nun
and the Bureaucrat Part 2
242. The Nun
and the Bureaucrat Part 3
243. The Nun
and the Bureaucrat Part 4
244. The Nun
and the Bureaucrat Part 5
245. The Nun
and the Bureaucrat Part 6
246. A Healthcare Clinic Case Study Part 1
246B. An Update to Focus and Leverage Part 246
247, Drum Buffer Rope in Manufacturing
248. The Sock Maker Revisited Part 1
249. The Sock Maker Revisited Part 2
250. Throughput Accounting Part 1
251. Throughput Accounting Part 2
252. Throughput Accounting Part 3
253. How to Use and Integrated TOC, Lean & Six
Sigma Methodology Part 1
254. How to Use and Integrated TOC, Lean & Six
Sigma Methodology Part 2
255. How to Use and Integrated TOC, Lean & Six
Sigma Methodology Part 3
256. How to Use and Integrated TOC, Lean & Six
Sigma Methodology Part 4
257. How to Use and Integrated TOC, Lean & Six
Sigma Methodology Part 5
258. Critical Path Project Management Versus
Critical Chain PM Part 1
259. Critical Path Project Management Versus
Critical Chain PM Part 2
260. Critical Path Project Management Versus
Critical Chain PM Part 3
261. Critical Path Project Management Versus
Critical Chain PM Part 4
262. Critical Path Project Management Versus
Critical Chain PM Part 5
263. Critical Path Project Management Versus
Critical Chain PM Part 6
264. The Cabinet Maker – A TOC Case Study Part 1
265. The Cabinet Maker – A TOC Case Study Part 2
266. The Cabinet Maker – A TOC Case Study Part 3
267. The Cabinet Maker – A TOC Case Study Part 4
268. How I Run Improvement Events
269. Using The Goal Tree vs. the Full Thinking
Process Analysis Part 1
270. Using The Goal Tree vs. the Full Thinking
Process Analysis Part 2
271. Using The Goal Tree vs. the Full Thinking
Process Analysis Part 3
272. Using The Goal Tree vs. the Full Thinking
Process Analysis Part 4
273. Using The Goal Tree vs. the Full Thinking
Process Analysis Part 5
274. Using The Goal Tree vs. the Full Thinking
Process Analysis Part 6
275. An Analysis of Focus and Leverage’s Top Page
View Postings
276. An Index of All Focus and Leverage Blog Posts
277. Using the Thinking Processes in Healthcare Part
1
278. Using the Thinking Processes in Healthcare
Part 2
279. Using the Thinking Processes in Healthcare
Part 3
280. The Four Disciplines of Execution Part 1
281. The Four Disciplines of Execution Part 2
282. The Four Disciplines of Execution Part 3
283. The Four Disciplines of Execution Part 4
284. The Four Disciplines of Execution Part 5
285. The Goal Tree – A New Way to Make it and Use
It Part 1
286. The Goal Tree – A New Way to Make it and Use
It Part 2
287. The Goal Tree – A New Way to Make it and Use
It Part 3
288. Operation Excellence by Jim Covington
289. The Saw Mill Assessment
290. How I present the Theory of Constraints to
People Not Familiar With it
291. David and Goliath – Malcolm Gladwell’s Latest
Book
292. The Basics of TOC
293. TOC’s Replenishment Model Part 1
294. TOC’s Replenishment Model Part 2
295. Blog Posting Index
296. Overcoming Natural Resistance to Change
297. Integrating TOC, Lean and Six Sigma Part 1
298. Appendix 1 from Epiphanized Part 1
299. The Winter Storm in Atlanta
300. Appendix 1 from Epiphanized Part 2
301. Appendix 1 from Epiphanized Part 3
302. Appendix 1 from Epiphanized Part 4 Final
303. Bill Dettmer videos on TOC’s Thinking
Processes
304. Queuing Theory Part 1
305. Queuing Theory Part 2
306. Delta Airlines Lack of Customer Focus
307. Bill Dettmer’s Book Strategic Navigation
308. Excerpts from The Ultimate Improvement Cycle – My second book Part 1
309. Excerpts from The Ultimate Improvement Cycle – My second book Part 2
310. Excerpts from The Ultimate Improvement Cycle – My second book Part 3
311. Excerpts from The Ultimate Improvement Cycle – My second book Part 4
312. Excerpts from The Ultimate Improvement Cycle – My second book Part 5
313. The
Ultimate Improvement Cycle – Step 1:
Identify - My second book Part 6
314. The
Ultimate Improvement Cycle – Step 2:
Define, Measure and Analyze - My second book Part 7
315. The
Ultimate Improvement Cycle – Step 3:
Improve - My second book Part 8
316. The
Ultimate Improvement Cycle – Step 3:
Control - My second book Part 9
317. Throughput Accounting Part 1
318. Throughput Accounting Part 2
319. Throughput Accounting Part 3
320. Throughput Accounting Part 4
321. Throughput Accounting Part 5
322. Throughput Accounting Part 6
323. Throughput Accounting Part 7 Final
324. Optimium Health’s Amazing New Software for
Healthcare
325. Personal experiences using Throughput
Accounting
326. MRO Project Management Case Study Part 1
327. MRO Project Management Case Study Part 2
328. MRO Project Management Case Study Part 3
329. MRO Project Management Case Study Part 4
330. MRO Project Management Case Study Part 5
331. MRO Project Management Case Study Part 6
332. MRO Project Management Case Study Part 7
(Finale)
333. Part’s Replenishment Systems Part 1
334. Part’s Replenishment Systems Part 2
335. Part’s Replenishment Systems Part 3
336. Part’s Replenishment Systems Part 4
337. Part’s Replenishment Systems Part 5
338. Part’s Replenishment Systems Part 6 (Finale)
339. My Most Rewarding Experience
340. Operation Excellence by Jim Covington
341. Epiphanized sequel update
342. The intent of Focus and Leverage Part 1
343. The intent of Focus and Leverage Part 2
344. The intent of Focus and Leverage Part 3
345. The intent of Focus and Leverage Part 4
346. The intent of Focus and Leverage Part 5
347. My Most Profound Learning
348. An update to our sequel to Epiphanized
349. TOC and the VA Problem
350. Reasons for Failing Improvement Initiatives
351. Appendix 1 from Epiphanized Part 1
352. Appendix 1 from Epiphanized Part 2
353. Appendix 1 from Epiphanized Part 3
354. Link to a presentation on TLS
355. Article on 91 Hospitals laying-off Employees
356. How Cost Accounting is Hurting Hospitals
357. Improvement Approach for Healthcare
358. Being a Satisficer Versus an Optimizer
359. Healthcare Case Study – Door to Doc Time
360. Presentation by Henry Camp
361. Healthcare Case Study – Waiting Time to be
Admitted
362. Using the True Subject Matter Experts for Improvement
363. Problems at WaterSaver
364. Systems Thinking Part 1
365. Systems Thinking Part 2
366. Systems Thinking Part 3
367. Systems Thinking Part 4
368. A Great Quote
369. A New Book on Project Management
370. Inside the New Book on Project Management
371. My Version of TLS
372. TLS Part 2
373. TLS Part 3
374. Cost Accounting Versus Throughput Accounting
Part 1
375. Cost Accounting Versus Throughput Accounting
Part 2
376. Cost Accounting Versus Throughput Accounting
Part 3
377. Why I use the Piping Diagram Versus Chain
Analogy for TOC
378. Cost Accounting Versus Throughput Accounting
Part 4
379. Cost Accounting Versus Throughput Accounting
Part 5
380. Cost Accounting Versus Throughput Accounting
Part 6
381. Demand Driven Performance Part 1
382. Demand Driven Performance Part 2
383. Demand Driven Performance Part 3
384. Demand Driven Performance Part 4
385. Demand Driven Performance Part 5
386. Demand Driven Performance Part 6
387. Demand
Driven Performance Part 7
388. Demand Driven
Performance Part 8
389. Drum Buffer Rope
390. Starting the Ultimate Improvement Cycle Part
1
391. Starting the Ultimate Improvement Cycle Part
2
392. Starting the Ultimate Improvement Cycle Part
3
393. An article on TLS
394. Defining Improvement and its impact
395. Corrected Improvement and its impact
396. Preface from The Ultimate Improvement Cycle
397. Throughput Accounting
398. Breaking Constraints
Bob Sproull
Bob Sproull
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