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)
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 ...
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)
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.
Building on Success 2018 Conference. Nampachi Hayashi joined Toyota Motor Company in 1966.
This video features a very senior and well respected member of the highest of inner circles in Toyota, and contains both video and testimony from and about Ohno-san and Goldratt, and makes it self-evident the role both have played.
Within the quality profession, a capable process is one with a high Cpk. In the field, process capability is not quite so simple. [...] “Many manufacturers that I know struggle with incapable processes. Intellectually, people understand the concept of capability, but are unable to effectively apply it to an entire process. A single-figure measure for the entire chain would be ideal to better understand and manage it. The challenge is that the chain consists of processes with measurable characteristics, like thickness, substitute characteristics, like leak current to infer dryness, and also visual inspection results like blemishes or scratches. ...
Eli Schragenheim, dedicated to making Theory of Constraints (#TOC) solutions accessible to SMEs all over the world, explains two big elements that he misses in the vast majority of ERP systems. With rare exceptions, a manufacturer who can't handle the following challenges must be inherently fragile, agree? 1. WHAT TO PROMISE - what can we promise our clients with a good chance of meeting all commitments? 2. HOW TO DELIVER WHAT WAS PROMISED - once we have committed to a client, how can we ensure fulfilling the delivery on time and in full? Inability to address these challenges creates a fundamental gap in the vast majority of ERPs. No wonder ERPs fail to yield the full expected value and return on investment.
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.
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.
Let's cut to the chase - in quality the real signal is in the noise; the real signal is in the noise. How could it be any other way? I can assure you that there is both a deep irony here and more than a little apparent contradiction.
In this video, Philip Marris presents the different components developed by Eliyahu Goldratt.
Eliyahu Goldratt is best known for his novel The Goal, explaining the basics of the Theory of Constraints (TOC) applied to operations. However, his work covers a lot of other topics. Some of them are related to constraints and bottlenecks in several fields of expertise. Eliyahu Goldratt also wanted to "teach the World to think", this is also known as the Logical Thinking Process. As this last part does not deal with constraints, Philip Marris separates the "Theory of Constraints" from "Logical Thinking", both of them being part of "Goldrattism".
1h47 webinar recording. Mark DeLuzio compares the three approaches and makes a recommendation as to how to incorporate these concepts into your business transformation.
Toyota Times offers a unique, unprecedented inside view of Toyota not seen before. Through this site, Toyota shows how it is transforming into a mobility company and shares the thoughts of its top leadership, including Akio Toyoda. Join us for this behind-the-scenes view of Toyota.
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