About this Presentation
This presentation is a case study of Royal Pipe and provides company background (history and products), market situation prior to TOC implementation, why TOC, TOC implementation, results achieved and lessons learned. The pipe and fittings markets and supply chain are discussed. Manufacturing paradigms included high inventory levels believed to be required to service seasonal business, increased OE, and despite high inventory levels, significant sales are lost due to poor product availability. Customer paradigms include: contractors and distributors hold most of the power; expectation is that all products are available for immediate shipment; stock-outs result in lost sales for more than just the stocked-out products, customers take their business elsewhere; customers overfill the pipeline in March to ensure they have products available; and suppliers offer discounts to customers to take product in advance of need in order to reduce inventory and increase sales. The reasons why TOC was selected are provided and why Constraint Management Systems was the consultant used. Five plants were put on the replenishment and drum buffer rope (DBR) methodology. The DBR solution with raw materials and finished goods shipping buffers is provided. The results of the implementation are discussed.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Royal Pipe Systems was facing significant operational challenges due to outdated technology, resistance to change, and inefficient production and inventory management.
The introduction of the Theory of Constraints (TOC) helped to streamline operations, reduce inventory, increase availability of products, and grow market share.
Despite the improvements brought about by TOC, there are still challenges to be addressed, such as reducing overstock and further reducing stockout levels.
Instructor(s)
Jennifer Eckman
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.