Products
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Standing on the shoulders of giants
CourseThe presentation details industry evolution ("standing on the shoulders" of Whitney, Ford, Ohno) and explains the four flow concepts that form the basis of Ford's assembly line and Ohno's Toyota Production System.
$19
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MLIT presentation
CourseGoldratt criticized MLIT's use of critical chain for failing to achieve a 25% project lead time reduction. He emphasized 3 project steps (choose/design/execute) using thinking processes, noting task buffering as the biggest waste.
$19
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Lessons learned: The power of cause-and-effect and TOC = focus
CourseGoldratt argued that the perceived reduction in demand for electronic chips was a mirage, resulting in massive layoffs. Key takeaway: always use a global (supply chain) view and cause-and-effect logic.
Free
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The foundation of the theory of constraints: What is theory of constraints?
CourseGoldratt discusses the Theory of Constraints (TOC), its evolution from throughput accounting (1981) to critical chain (1986), the five focusing steps (1987), and the thinking processes (TP) (1989-1992) for identifying core problems.
Free
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Some thoughts on using the theory of constraints for very large complex projects
CourseComplex, large-scale projects, such as infrastructure development and defense systems, challenge traditional planning and management by requiring the coordination of numerous interdependent agents and tasks.
$19
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Using TOC to deliver IT projects on time, all the time
CourseAfter the 2001 recession, Dutch IT company Caesar adopted Eli Goldratt's Critical Chain Project Management (CCPM) and Problem Driven Scope Management (PDSM) in 2004, leading to over 95% due date performance.
Free