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In 2020 Marris Consulting celebrates its 15th birthday. On this occasion, Philip Marris, founder and CEO, shared 15 TOC + Lean implementations among the 250 assignments of his career. 
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INTERVIEW – In the fall of 1990, a book was published that would kickstart a revolution in business. This week we are catching up with the authors to understand where we are and where we are headed. First up, Daniel Jones.
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The Bottleneck Game - I’m not a Bottleneck! I’m a Free Man! Experience how the “Five Focusing Steps” from the Theory of Constraints quickly makes clear where and how to improve processes. Play with Lean and Agile techniques in a simulation. Apply the techniques to real processes.
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These training sessions are in French. English sessions are also regularly organized. Formation en Français. 8 heures = 2 h/j x 4 jours consécutifs. 15h-17h CET / Heure de Paris. Réduisez vos cycles de fabrication, générez de la croissance et accélérez vos actions Lean en appliquant à vos opérations la Théorie des Contraintes / Management Par les Contraintes. Le Lean et la Théorie des Contraintes (ou ToC) ne sont pas incompatibles, bien au contraire. Apprenez à injecter de la TOC dans votre démarche Lean. Via Philip Marris
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The kanban system is the most famous way to establish a pull system. As part of their guidelines for kanban, Toyota has established Six Rules for Kanban. They can be found, for example, in the 1973
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Lean versus Theory Of Constraints - 1 hour webinar discussion with 4 experts. Recording available. This sort of high quality discussion is rare. Thank you to Jason Morin
Philip Marriss insight:
Mickey Granot has written a LinkedIn post following the is webinar: https://www.linkedin.com/pulse/lean-vs-toc-key-differences-mickey-granot/
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[...]
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The one thing that Lean Six Sigma got wrong can be summarized in three words: “Pretty Much Everything.“ In 2002, Michael George and Robert Lawrence Jr. published Lean Six Sigma: Combining Six Sigma with Lean Speed, a book that started a revolution that quickly took hold in boardrooms around the globe. Total Quality Control and Six Sigma had always appealed to senior managers, but now it came with the added bonus of increased speed and reduced cost. It was a very welcome addition in the post “dot-com bubble” era and was always too good to be true. My beef with Lean Six Sigma, however, is that as far as I can tell there is almost nothing in there that resembles the Lean I know and love. …
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Back in 2010, I spent an profoundly interesting hour chatting with Eli for my podcast. There's audio, a transcript, [...] I hope you find it interesting. And useful. And not too sad.
“Please, don’t take it as arrogance! When I was 20 years old, on my birthday, I committed to my goal in life, so yes, in a way, it was all planned. My goal in life at that time was – and still is – to teach the world to think. And that’s why I went to learn physics, I wanted to teach myself to think, not in order to learn physics. So in a way, yes, I’ve seen it. But, at the same time, I can tell you without any hesitation, I never believed that I would live long enough to see what I’m seeing now. It’s beyond all my expectations.” — Eli Goldratt, 2010, interviewed by Clarke Ching Via Philip Marris
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Bob Sproull and Bruce Nelson, both Systems Improvement Consultants lay out how they improve the profitability of organizations from all industry types.
Note: Offer valid at the time of this posting: 11th July 2020.
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Sometimes, consultants sell lean as a quick and easy way to success that pays for itself. Unfortunately, this is usually not true, as many companies have found out the hard way. Getting lean in a company is similar to getting a lean body; it is usually neither quick nor easy. Let me show you the different phases of a lean transformation.
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The Theory of Constraints International Certification Organization (TOCICO) unites people who share a passion for win-win holistic thinking and share a vision that this will become the main way to manage organizations. The TOCICO is a global not-for-profit certification organization for TOC practitioners, consultants and academics to develop and administer certification standards, and facilitate the exchange of latest developments.
Philip Marriss insight:
Take advantage of this year's unique "virtual conference" format: much cheaper registration and no time or money wasted in travel. Several time zones + on demand replay + questions and answer sessions at the end of each presentation + many other new features. Disclaimer: Philip Marris, the curator of this Scoop It, is part of the conference organization committee
Philip Marris's curator insight,
May 23, 2:04 AM
Take advantage of this year's unique "virtual conference" format: much cheaper registration and no time or money wasted in travel. Several time zones + on demand replay + questions and answer sessions at the end of each presentation + many other new features. Disclaimer: Philip Marris, the curator of this Scoop It, is part of the conference organization committee.
Philip Marris's curator insight,
May 23, 2:04 AM
Take advantage of this year's unique "virtual conference" format: much cheaper registration and no time or money wasted in travel. Several time zones + on demand replay + questions and answer sessions at the end of each presentation + many other new features. Disclaimer: Philip Marris, the curator of this Scoop It, is part of the conference organization committee |
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In this video I look at the difference between the Tradition Re-Order Point and the new Demand Driven Material Requirements Planning systems and see which performs best, and why. I see I made an error in using the wrong formulae for Re-Order Point, however, in this case, it makes no difference to the resulting comparison. Re-Order point is Demand in the Lead Time plus Safety Stock, not Order Quantity divide by 2 plus Safety Stock, which is Average Inventory. In this example, both formulae give the figure of 18, so the Re-Order Point is correct.
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[...] Drum Buffer Rope Variants. Simplified Drum-Buffer-Rope (S-DBR) [...] assumes that the constraint is external to the system and resides in the market segment. [...] In this situation, the constraint becomes interactive by moving between the market constraint (external) and the production constraint (internal). This oscillating cycle between internal and external constraints can cause its own brand of chaos in deciding which market segments should be pursued and which ones might be better left alone. Either way it is a decision that must be dealt with. [...]
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In a new workshop centering on TPS to help create “TPS Leaders” across the company, Akio seeks to narrow the gap of understanding on its two pillars – Jidoka and Just-in-Time – by sharing his interpretation of them.
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Masterclass Agile: Rev Up Dev Using Theory Of Constraints. Your top management says your Agile software development teams are too slow, that you’re holding the entire company back. They want you to speed up, but everyone’s already so busy, and you can’t hire more developers. Your product team is pleased with the features you’re delivering, but they want more, and faster. What can you do? How can you deliver more when you’re already maxed out? Training by Clarke "the bottleneck guy" Ching. Session 1 - 6th of October: teaches you generic bottleneck management principles and practices. Session 2 - 13th of October: shows you how to adapt those lessons to Agile teams. Online training. Limited to 20 people.
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Description of the phases of a change over, seen both from the point of view of lost parts that are not produced and the work that has to be put in. Aims to deepen the understanding of the change over process.
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Webinar by Clarke Ching: Agile: the Good, the Bad and the Ugly. Your Agile teams are busy. Busy delivering. Busy improving. Your quality is amazing. Rework is low. The product looks great. Your users love it. You are a high performing team! But your internal customers say your teams are slow. This session will teach you how to use the Theory of Constraints to figure out how to speed up, by finding the one thing that’s slowing them down. Wednesday 2nd of September 2020. 10:00am (UTC+2). Free webinar. Limited to first 500 people.Agile
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Online training: Theory Of Constraints in Production. Hosted by Philip Marris expert TOC + Lean with >30 years of experience in >250 companies. 8 hours over 4 days. 250€ special pandemic pricing. >30% of the time dedicated to answering / discussing the participants’ specific preoccupations. You liked the bestseller “The Goal”? This course will teach you how to implement TOC in a 2020 production environment. 25-28 August 2020 in English. 4 sessions of 2h from 4pm Paris Time (GMT+2) = 11am New York Time (EST) Over 4 000 people have been trained by Marris Consulting in the past 6 years including: Air France, ArcelorMittal, Autoliv, Bosch, Bulgari, Constellium, Embraer, GSK, Louis Vuitton, McDonald's, Procter & Gamble, Qiagen, Rolex, Safran, Siemens, SKF, Thales, Veolia, Visteon & Zodiac Aerospace. Via Philip Marris
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This webinar, presented by Minton Brooks, is about Steve Tendon's TameFlow approach, a way of thinking that integrates David Anderson’s Kanban Method with Dr. Eliyahu Goldratt’s Theory of Constraints. The talk will cover TameFlow’s mental models and key concepts in the context of real-world problems, with lessons learned from 20 years of large-enterprise coaching.
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Every dollar spent on agility has 10 times the ROI compared to forecasting spend, according to Chief Supply Chain Officer Marc Engel.
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By focusing Lean initiatives in the right places within the company the Theory Of Constraints leads to much faster improvements in performance. By identifying what limits sales, TOC enables organizations to renew with growth and avoid downsizing. You could call it focused Lean.
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[...] Toyota is helping various charities in the New York City area. Most charities simply like donations, especially cash. Toyota decided to give [Lean coaching]. Watch the story video: http://youtu.be/EedMmMedj3M
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