It's a quintessential startup story: An entrepreneur spends months, if not years, and more money than they can afford to lose building and launching a product, only to find out that no one actually wanted it! The time and money is gone forever and th...
I have been working with Chad [Smith] and Carol [Ptak] to develop a simulator game that helps those with some background in DDMRP understand its basic principles. You can request a simple one buffer free version of the game at my website. There is also another "Pro" version that is really a Starter Pack that can be used to model a very simple system. This is usually based on a system that you will try to run with DDMRP.
John A. Ricketts is one of the world's thought leaders in terms of applying TOC in services.The Business901 Podcast featured John Arthur Ricketts, a distinguished engineer at IBM Corporate Headquarters. [...] John is a practitioner and innovator in the field of Theory of Constraints. His book, Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints , was published in 2008 by IBM Press [...] Dr. Eli Goldratt [...] said it’s one of the best books ever written on TOC. John is also the author of “Theory of Constraints in Professional, Scientific, and Technical Services (Chapter 29 of Theory of Constraints Handbook)” a chapter in the TOC Handbook published in 2010.
Pourtant, tous les spécialistes le disent 50 à 90% des démarches Lean se traduisent par un échec. Partant de ce constat si au moins 50% réussissent, l’expérience vaut donc certainement le coup d’être tentée, d’autant que ceux qui n’ont pas réussi ont certainement beaucoup appris ! Encore faut-il au préalable bien comprendre tout ce qui se cache derrière ce terme… et prendre le temps de réfléchir à l’impact de l’introduction du Lean Management dans son organisation.
La revue Industry Week (équivalente de l’Usine Nouvelle en France) identifie chaque année les meilleures usines américaines. Dans leurs commentaires ils expliquent que, parmi ces meilleures usines du pays 42% utilisent la Théorie des Contraintes (TOC) de manière « significative » ou « complète ». Plus encore, 83% d’entres elles utilisent la TOC au moins un peu. La Théorie des Contraintes n’est donc pas très utilisée dans l’industrie…sauf par les meilleures…
Learn from John Shook, who was the first American manager at Toyota's operations in Japan! You'll hear why Lean leadership is the key in implementing Lean methodologies successfully. During this keynote, Shook demonstrates how to spread the Lean culture throughout your organization, and why you as a leader are responsible for Lean's success or failure.
Karen Martin and Mike Osterling attempt to address 3 common gaps in value stream mapping (VSM): Unfamiliarity with VSM as a method to build an outstanding organization; Under-utilization of VSM due to lack of understanding; and Misusing VSM and not reaping the full benefits.
A production system which is steeped in the philosophy of "the complete elimination of all waste" imbuing all aspects of production in pursuit of the most efficient methods.
Toyota Motor Corporation's vehicle production system is a way of "making things" that is sometimes referred to as a "lean manufacturing system" or a "Just-in-Time (JIT) system," and has come to be well known and studied worldwide.
The Toyota Production System (TPS) was established based on two concepts: The first is called "jidoka" (which can be loosely translated as "automation with a human touch") which means that when a problem occurs, the equipment stops immediately, preventing defective products from being produced; The second is the concept of "Just-in-Time," in which each process produces only what is needed by the next process in a continuous flow.
A summary of a presentation at the TOCICO annual congress in Frankfurt in June 2013. It argues that TLS enables companies to improve faster and reach even higher levels of performance than by using just one of the elements.
Each component is redefined:
Good Lean = Toyota = Growth (no downsizing) + Mindset + NPD
Bad Lean = A process of continuous downsizing.
Open TOC = TOC is powerful, it is necessary but not sufficient.
Closed TOC = TOC is the best, TOC is the only way.
Good Six Sigma = Data + VOC + Focused DOE projects.
Bad Six Sigma = A lot of belts, a lot of projects, few results.
Conclusion: Good TLS = Open TOC + Good Lean + Good Six Sigma.