Interview of Miłosz Garbarczuk, a plant director at Hager Group.
He has been applying the Theory of Constraints (TOC) in his career for more than ten years now and Philip Marris, the CEO of Marris Consulting, managed meet him in person during one of his visits in France to ask him about his TOC journey.
Working in the steel industry, Miłosz discovered the TOC when he and his plant management team have been asked by their boss to read "The Goal" by Eliyahu Goldratt and to organise a workshop to implement it in their operations. Although it was first perceived as a "forced" assignment, he stated that Goldratt's book was one of the best gifts he has ever received.
After the discovery, TOC had a great influence on the profitability of the company. They started to look at things more from a throughput accounting point of view, which is not very common in very large companies. The critical measure switched from "euro per tonne" to "euro per hour". Then, TOC helped Miłosz and his sales team to create offers that customers couldn't refuse (TOC's Mafia Offers).
Later on, he and his team managed to quickly identify the bottleneck in the factory - the paint shop - and rapidly increased its throughput with Gemba (on-field observations). This has been achieved without additional headcounts or additional investments.
Finally, Miłosz shared his use of the TOC's Throughput Accounting to write contracts with customers which led again to great results in terms of profitability for the company.
After an extensive use of the Theory of Constraints in Production and Throughput Accounting, the next steps of Miłosz are to widely deploy the TOC way of managing projects - Critical Chain Project Management - at Hager Group across its whole portfolio.
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