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A Guide to Implementing the Theory of Constraints (TOC) |
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Welcome Welcome
to this page if you have worked your way through from the beginning. Welcome
to this page if you have picked your way through just the parts that interest
you in particular. And
welcome to this page, if you have landed right here and are about to explore
the rest of this website. |
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You are
in good company – a global community of people who are bringing about a
substantial improvement to business and other walks of life. Currently there are about 20,000 page-loads
from this site alone each month. Some
people dabble here and there, some people look at almost the whole lot. Many are return visitors who come back time
and time again. An amazing number of
people look at the Thinking Processes found in the section called Tool
Box. There is clearly an unsatisfied
demand for this. In the
world-wide stakes there are a lot of visitors from; U.S.A., Canada, China,
India, Japan, Australia, and the U.K.
But there are bursts of activity from just about every country on the
globe. Company-wise; there are visits
from some of the largest corporates around, some of
the very best corporations around, the military, and some healthcare
providers as well. And of course lots
of individuals too. Even the New
Zealand tax department is a regular visitor! Not
that long ago to achieve a good result in one of the logistical solutions
such as production or distribution or project management was the mark of a
good implementer. And then along came
Goldratt’s more integrated “Holistic Approach.” The real difference here was multiple
sequential or serial implementations within one firm but under an overarching
strategy developed with the firm’s leadership. This raised the bar. Now implementers had to be multi-skilled in
the logistical functions, as well as sales and marketing and finance, plus
the ability to move the leadership team through the process of developing an
understanding of what to do and where and when and why. It raised the bar, but it also ensured a
much higher level of on-going success. But for
Goldratt that wasn’t enough. Now we
have “Viable Vision.” This builds upon
the former approaches but on a much larger scale. It selects companies (or maybe companies
select it) that want to go forward and which operate in a market that has
significant but unrealized potential.
Again this raises the bar, and it also ensures a higher level still of
on-going success. Keeping
up with all of this is no mean feat – although I have tried on this website
to stay within the basics as much as possible. We still need to make sure that we
understand the basics properly; the basics of the logistical solutions and
the basics of the Thinking Process.
These are the fundamental blocks from which the Viable Vision
solutions are built. This is
long way of saying that I used to have a summary of achievements on this
website. I have more recently moved
them off. They were very significant
results within their context, but they pale in comparison with the demands of
Viable Vision. Still,
if you are serious about any sort of implementation – as outlined in “Next Step,” then I can
provide documentation to you by e-mail.
It is better to provide this as requested rather than broadcast it
over the internet. The documentation
details my experience and background prior to my involvement in Theory of Constraints
and my activity and results since my involvement in Theory of Constraints. You can
always contact me by e-mail at the following address; youngman “at”
dbrmfg.co.nz However, please don’t write asking for papers or examples on a particular
industry – that’s you job, not mine. I would also appreciate it if you would refrain from
putting the full e-mail address on any website or anywhere that web crawlers
can find it because the next thing that I will know is that I am inundated
with junk mail. However, please don’t
hesitate to put links to the website; http://www.dbrmfg.co.nz/ in your own personal or corporate website. This is how Google weighs the relevance of
the various websites, and I would like to see this one move up in position
relative some of those that are much older, much lighter on detail, and not
kept up to date. This Webpage Copyright © 2006-2009
by Dr K. J. Youngman |
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