There are different ways to calculate an OEE. I know of at least three different ways. However, some of them are easier and more practical than others. Maybe you have seen a formula similar to OEE = A x P x Q. I see this formula often, but for me it is a very impractical way to calculate the...
TLS = Open TOC + Good Lean + Good Six Sigma. Presentation by Philip Marris at the TOCICO annual congress in Frankfurt in June 2013. It is argued that TLS ...
In this series of posts I check if the Logical Thinking Process and its tools can help to “navigate the storm”, created by unpredictable and/or irrational decisions of a competitor or adversary. After the Goal Tree and the Current Reality Tree, I’ll challenge the Future Reality Tree. Spoiler alert: it may be the most useful of the toolkit.
Via this blog, I share insights of particular interest to CxOs, other senior business managers, and development folks more generally – into the always exciting, often frustrating and sometimes downright opaque world of knowledge work, i.e. software and product development.
Bob Sproull and Bruce Nelson, both Systems Improvement Consultants lay out how they improve the profitability of organizations from all industry types.
Came across Bob Sproull and Bruce Nelson's book as Systems Improvement Consultants in 2010. They lay out how you too can improve the profitability of organizations of all types of industrial applications. -- I wasn't able to verify if it worked as advertised until I worked at Meggitt (an Aviation, Aerospace & Defense Firm) when I was the Senior Manufacturing Engineer (the only Mfg Engineer) for the Maintenance, Repair & Overhaul (MRO) Shop. -- We implemented and verified its applicability and value add when we used this methodology, along with Don Reinertsen's 2nd Generation Lean Six Sigma Product Flow Practices (another great Product & Process Improvement Book, that I highly recommend), and then we added in TRIZ a Systematic Innovation tools to make sure that we got all the systems, up the S-Curve of Performance, Functionality and at lower operating cost..." Bringing the Magic Together"...Got an annualized $8.16M in ROI for the shop...the MRO manager, Bobby Padilla, and Bernie Watson, the Factory GM, were astounded...It completely overturned the status quo POV of the Corporate Meggitt Continuous Improvement folks, where they considered what we did as a new BKM for Meggitt...Obviously, they had no idea that combining Lean Six Sigma methods could be improved.
“Good Lean” is presented by Reynald Debaut-Henocque, ex-VP Production of Toyota Motor Manufacturing France. 20 years with Toyota. Vast and recent (2000 to 2021) experience of doing good Lean outside of Japan.
“Bad Lean” is presented by Philip Marris, CEO of Marris Consulting, +30 years of applying Lean worldwide in +300 organisations in all kinds of industries.
This course is designed to provide you with the tools and strategies needed to achieve successful “Good Lean” outcomes and avoid the traps of Bad Lean.
"Today’s manufacturing systems have become more automated, data-driven, and sophisticated than ever before. Visit any modern shop floor and you’ll find a plethora of IT systems, HMIs, PLC data streams, machine controllers, engineering support, and other digital initiatives, all vying to improve manufacturing quality and efficiencies.
Half a million views of Marris Consulting’s videos. Thank you to all our followers. 10 years of hard work. Thank you to all the team. Videos mostly about Theory Of Constraints and Lean and Lean Six Sigma. Client testimonials, tutorials, presentations, expert interviews, etc.
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TOC in Production Online Course extract: The 5 Focusing Steps. A Marris Consulting online service.
This course, that we launched one year ago, has been a great success. We continue to add to it continuously by enriching the appendices with more and more recent examples drawn from our unique experience of implementing the Theory Of Constraints in over 350 organisations throughout the world.
The VAT factory types are the Theory Of Constraints’ powerful classification system of the different kinds of industrial manufacturing systems, they determine how plants should be analyzed and how they should be managed. The VAT system was developed in the 1980s at the time of Creative Output when Eliyahu Goldratt and his team were selling a scheduling software system called OPT based on differentiating between bottlenecks and non-bottlenecks.
The letters represent visually the Bill Of Materials but where the flow is from bottom to top (the opposite of most representations of flow). The raw materials and purchased components are at the bottom and the Finished Goods are at the top. Products flow upwards. The V-Plant has very few ...
“Lean has failed.” That’s the bold statement James Womack—founder of the Lean Enterprise Institute and MIT researcher whose team introduced the term “lean” to the world—made at a conference where we both recently spoke. It’s a comment that’s stuck with me. Has lean really failed? And, if so, what can we do to course correct? To explore his statement I invited James Womack to Chain of Learning, to share his reflections and experiences over the past 40 years—where his vision for lean management has fallen short, where it’s succeeded, and what we can learn for the future.
I am often asked to tell my story of how I increased the performance of a 1,000 person factory in only 15 minutes. The factory was located in the middle of Mexico. It produced alternators for the automobile industry. It was a major supplier not only of the USA but also the rest of the continent. ...
Wanting to get to grips with the particulars around the Theory of Constraints? Our handy guide covers the 5 focusing steps.
Key Points :
The TOC is one of the more popular process methodologies.
There are 5 focusing steps to make this process work.
The next time you are on the hunt for a process improvement methodology that looks explicitly for bottlenecks, the answer is the Theory of Constraints. This system enables organizations to achieve both their financial goals and their consumer goals by keeping their entire supply chain moving. The Theory of Constraints is often associated with the analogy “no chain is stronger than its weakest link.”
Efrat Goldratt-Ashlag, author and daughter of Eliyahu M. Goldratt the author of the global bestseller THE GOAL is interviewed on the occasion of the launch of the French edition of her bestselling book "Goldratt's Rules of Flow" / "The principles of THE GOAL applied to projects." In this conversation [...] the story behind the writing of the book, [...] identifying common obstacles to flow in projects, such as multitasking, lack of full-kit readiness, and local versus global optimization.
Efrat shares an example from a hospital environment and the management of the Operating Room as an example [...] a lively Q&A session with participants from around the world.
Whether you're a seasoned TOC practitioner or new to the approach, this session offers valuable insights, practical tips, and inspiration to rethink the way your organization manages projects.
There is a phase in the maturation of a manufacturing process where one-piece flow is the key to improving quality. Once the defective rate is low enough, one-piece flow reduces it by up to a factor of 10. The magnitude of the improvement often surprises managers. The cause-and-effect relationship is not obvious, and the literature on manufacturing quality is mute on the subject. We explore it here.
Philip Marris summarizes in 4 minutes the Drum-Buffer-Rope production scheduling technique. "DBR" consists in launching the Work Orders according to the capacity of the bottleneck (the "Drum"), but also in such a way so as to ensure the parts arrive in advance in a queue feeding the bottleneck (the "Rope"). Such a controlled queue (the "Buffer") protects the bottleneck from upstream variability to make sure that it is never starved of work..
Philip Marris curates 5 different permanent news websites: 1) (This one) TLS - TOC + Lean + Six Sigma 2) Theory of Constraints 3) Critical Chain Project Management 4) Théorie des Contraintes (in French) 5) Chaîne Critique (in French)
This Introduction to Manufacturing focuses students on the issues that matter to practicing industrial engineers and managers. It offers a systems perspective on designing, managing, and improving manufacturing operations. On each topic, it covers the key issues, with pointers on where to dig deeper.
Many projects fail due to unrealistic promises, multitasking overload, and poor workflow management. [...] To address these issues, we propose a three-level control system. - Portfolio management ensures the system is not overwhelmed with too many projects. - Critical Chain Project Management eliminates excessive safety margins by using a shared buffer, improving predictability. - Execution management uses Kanban and Agile techniques for efficiency. ...
Philip Marris, a leading authority in the fields of Lean / Toyota Way and the Theory of Constraints (TOC) describes how and why he combines these 2 approaches. With decades of experience and a track record of success, Philip shares invaluable insights into the powerful synergy between the Toyota Way and TOC methodologies. He talks not only about production, but also [...] Critical Chain Project Management and the Logical Thinking Process or Toyota's long term development of partnerships with suppliers. [...] He illustrates how TOC's laser focus on identifying and eliminating constraints complements Lean's waste reduction efforts, resulting in accelerated performance improvements and sustainable growth.
In the latest issue of The Management Brief, Jeffrey Liker urges the lean community to move beyond tools and templates—because lean is a way of thinking. Lasting transformation requires integrating lean’s technical, social, and scientific dimensions while developing people who can learn their way forward.
Philip Marris delivers a "Crash Course on the Theory of Constraints". The manufacturing analogy makes it easier for beginners to grasp the notions of bottleneck, buffer protection, Throughput... before transposing it to Project Management.
This thoroughly revised guide offers the current and next generation of supply chain professionals a clear explanation of the fundamentals of planning and MRP systems in today’s volatile and complex supply chains. Long considered the industry standard, Orlicky's Material Requirements Planning is an indispensable tool for manufacturing practitioners and candidates preparing for certification exams including CPIM, CSCP, DDPP and MRPFP.
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