Bruce Nelson and I have officially released our new Focus and Leverage Consulting website. We encourage everyone to follow the link below to see what we're all about. Please feel free to forward this link to any companies you feel might benefit from the services we offer.
http://bsproull-flc.wix.com/flc-consulting
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Bob Sproull and Bruce Nelson
Wednesday, July 30, 2014
Saturday, July 26, 2014
Focus and Leverage Part 366
In my last
posting I continued my discussion on systems thinking. I told you that Constraints Management is
based on four assumptions about how all systems function. But before presenting more material on
systems thinking, I want to start this posting by restating these four
assumptions. I’m doing so because these
four assumptions form the basis for an effective systems thinking analysis. A bit later on in this post, I want to
discuss Goldratt’s 5 Focusing Steps in detail because they are an extremely important
element of a systems thinking analysis and subsequent improvements to it.
The four assumptions are:
- Every
system has a goal and a finite set of necessary conditions that must be
satisfied in order to achieve that goal.
- The
sum of a system’s local optima does not
equal the global system optimum.
- Very
few variables limit the performance of every system at any one point
in time.
- All
systems are subject to logical cause-and-effect relationships.
This first
assumption is such an important one for everyone simply because that by defining
where you are going (the goal) and how you are going to get there (Critical
Success Factors (CSF’s) and Necessary Conditions (NC’s)), you have taken the
first step in revealing the right pathway to take. The bottom line is, if you
haven’t defined your pathway to your goal, then you will be lost along the way
and it will be very difficult to reach your destination. Unfortunately, many organizations don’t take
the time to define their goal.
The importance
of identifying a system’s (organization’s) goal, critical success factors and
necessary conditions is that they will become the new standard for both results
and decisions. In addition to the Goal,
CSF’s and NC’s, I always recommend complementary performance metrics. As I have written about many times on this
blog, performance metrics like operator efficiency or equipment utilization are
simply not effective metrics to measure how well and organization is
doing. If they are measured in the
constraint, they are effective metrics, but not in non-constraints. Trying to optimize a non-constraint’s efficiency,
for example, will only serve to pile up inventory and negatively impact on time
delivery. So my advice is to make
certain that whatever metrics are chosen that as they move in a positive
direction, the system benefits and not disparate parts of the system.
Once the Goal,
CSF’s and NC’s are in place, it is time to apply Goldratt’s Five Focusing
Steps. For those of you who are
unfamiliar with these steps, I’ve listed them below, along with the two
prerequisites that must be in place if they are to be successfully applied.
- Prerequisites
to Goldratt’s 5 Focusing Steps
- Identify
the Goal of the system plus the Critical Success Factors and Necessary Conditions
- Decide
on the performance metrics for the system
- Goldratt’s
5 Focusing Steps
1. Identify
the current and next system constraint
2. Decide
how to exploit the current system constraint
3. Subordinate
everything else to the system constraint
4. If
necessary, elevate the system constraint
5. When
the current constraint is broken (or no longer is the constraint), return to
Step 1, but don’t let inertia create a new constraint.
Let’s now take some
time to discuss each of these 5 focusing steps in more detail so that the true
meaning and intent of each step is better understood.
Step 1: Identify the current and next system constraint: What we’re looking for here is to locate that part of the system that
is currently limiting the system’s overall performance. Remember back to our previous posting when I
told you that we must first decide whether the constraint is located internally
or externally to the system. If it’s
inside the system, then it’s usually a resource or a policy of some kind. In other words, we don’t have the capacity to
satisfy the current market demand. On
the other hand, if
it’s external to the system, then we have more capacity than we have demand and
therefore need more orders for our product or service. Something important that many people seem to
ignore when using the focusing steps, is that once the system constraint has
been identified, if you think you know
how to break it without too much time, effort or investment, do so immediately
and go right back to Step 1 and identify the new constraint. What I also recommend is, in the process of
identifying the current constraint; think to yourself, where the next one would
be if you were able to break the current one. If it can be broken without much
investment, then immediately do so, and revert to the first step again. By
identifying the next constraint, in advance, the improvement process becomes much
faster. But if the current constraint can’t
be easily broken, then move on to Step 2.
Step 2: Decide how to exploit
the system constraint.
In this step, what we must do is decide how to exploit the current system
constraint. Exploiting the constraint simply means to consider ways get more out
of it without expending large amounts of time or spending large amounts of
money. In other words, how can you change the way the constraint is operating
so as to achieve the maximum throughput and financial benefit. For example, if the system constraint is
market demand (external, not enough sales), it simply means that you must make
your product or service more attractive to perspective buyers. You have excess capacity for more orders, so
you must make yourself more competitive to attract additional customers.
On
the other hand, if the constraint is an internal resource or policy, it means
deciding what you must change in order to increase the capacity to match or
exceed the demand being placed on it.
This might mean improving the quality of your product or service, improving
the flow through the constraint to achieve better on-time delivery, or some
other competitive edge factor. Exploitation of the constraint means that you must
develop ways of ensuring superior system performance to meet or exceed the
demand being placed on it.
Step 3: Subordinate
everything else to the system constraint. Goldratt’s original Step 3
stated that you must “subordinate everything else to the exploitation decision,
but for me it is not the decision, it is the constraint itself. So once the decision on how to exploit the
constraint has been made, subordinate everything else to that constraint. In my
opinion, this step is perhaps the most important one to apply, but it is also
the most difficult for organizations to apply and accomplish. Why do I say this? For me, the primary reason
this step is so difficult is because of the “death grip” traditional cost
accounting has on organizations. Many
companies still use manpower efficiency or equipment utilization as one of
their primary metrics. Both of these
metrics view excess capacity as a way of cutting costs, when in reality excess
capacity at non-constraints, should be viewed as favorable. Excess capacity in process steps in front of
the constraint is actually a safety net in the event there is downtime in one
of these steps. Subordination requires that
everyone within the organization put their local needs behind the constraint
for the good of the system. It requires everyone,
from top management on down, to accept the idea that excess capacity in the
system at most locations is not just acceptable, it is a desired state. The important thing to remember is that all
non-constraints are there to assure the constraint is never idled/ Often times
egos get in the way and managers have trouble accepting the idea that someone
else’s process is more important than their own. As a result of these damaged
egos, other people working at non-constraints will often struggle to do the
things necessary to subordinate the rest of the system to the constraint. As I
said, for me subordination is the most important of the five focusing steps and
the primary reason why organizations have difficulty implementing the 5
focusing steps.
Subordinating non-constraints to the system
constraint is intended to focus the efforts of the non-constraints so that the
constraint can be exploited in the best way possible. And even though the non-constraints could
produce more, every effort should be made to not do so. If the non-constraints produce to their
individual capacity, the net result is an excessive amount of work-in-process
inventory (WIP) which typically results in diminishing on time deliveries. It’s entirely possible that, once subordination
is fully in place, the system constraint might be broken and move to a new
location. If this happens, then go back to Step 1 and begin the Five Focusing
Steps again. But since you’ve already identified the most logical next
constraint, you will actually just move to Step 2 and begin the exploitation
step.
Step 4: If necessary, elevate the system constraint: It has been my experience that most of the time, after you have completed
your subordination step, the current constraint will have been broken, but
sometimes this is not the case. If this
is not the case, then in order for the system constraint to be broken, you may
have to make an investment. This is the
essence of the concept of elevation. If
you weren’t able to achieve enough of an increase in capacity to support the
demand being placed on it, quite simply you may have to spend some money. What this step requires is an evaluation of
alternative ways to raise the capacity of the current constraint. It
could be that if the constraint is equipment related, then you might have to
purchase more of it. Or if it’s resource
related, you may have to add more through additional shifts, overtime, adding
additional headcount or, as a last resort, outsourcing.
If, on the other hand, the constraint is
an external one (i.e. lack of sales), elevation might simply involve adding a
new product line, additional advertising, or improving the competitive edge
factors like reduced prices, better on-time delivery, or other factors needed
to entice customers to want more of your product or service. Unfortunately, many times elevating the
constraint typically means spending more money in order to make more money. My
advice is to evaluate multiple alternatives because some alternatives may offer
intangible advantages. For example, some
alternatives might cost more, but are much easier to manage, so consider the
entire package before deciding.
One last thought on elevation is that it
is entirely possible that the constraint-breaking alternative that you have chosen
might actually change the location of the new constraint from the one you
predicted in Step 1. Just be aware that
this might happen so you are prepared for it.
Step 5: When the current
constraint is broken (or no longer is the constraint), return to Step 1, but
don’t let inertia create a new constraint.
Once
again, my experience has shown that if, after the exploit and subordinate
steps don’t break the system constraint, then the elevation step most
likely will. Once this happens, you must return to Step 1 or 2 to begin either
identifying the new constraint or begin exploiting it, if you already
identified it.
So what does the warning about inertia mean for you? Quite simply, it’s a warning not to become
complacent. There are two distinct reasons
for this warning. First and foremost, sometimes the improvement actions we put
into place during the exploitation and subordination steps may no longer be
relevant to the new constraint. The second reason is that there is often a
tendency to relax after the first constraint is broken. Do not relax! An organization can easily become
complacent after the current constraint has been broken and that is simply the
wrong thing to do. I always advise
clients to put effective controls in place to guard against complacency. You must not let the actions or policies that
you’ve put in place to fall by the wayside.
Depending upon the actions taken to break the current constraint, maybe something
as simple as a process audit or even a control chart will work.
In my next posting, we’ll take a look at
some of the tools we can use to adequately perform a systems analysis. In particular, I want to discuss the Intermediate Objectives Map (a.k.a. The Goal Tree) as a way of establishing your Goal, Critical Success Factors and Necessary Conditions.
Bob Sproull
Wednesday, July 23, 2014
Posting Index Up To Part 365
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 or 2 is Focus and Leverage Part 2 and so forth. The link to the first blog posting is: http://www.blogger.com/blogger.g?blogID=4654571158555106378#editor/target=post;postID=4464386559619829406
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
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