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Articles

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Solving the Wandering Bottleneck Problem

  Many manufacturers find managing the logistics of order and product flow extremely difficult. It seems that every day is spent chasing production bottlenecks and trying to solve them. The problem of the “wandering bottleneck” is particularly troublesome, since it is so difficult for production managers to identify the root cause of the problem. Read more...

Perfect Execution

  Organizational improvement programs have raised the requirements for winning the competitive race. In the same way that TQM and SPC changed the meaning of acceptable product quality, Lean Manufacturing tools and the Theory of Constraints (ToC) are making operations excellence a necessary condition for marketplace participation.

To win today, you need perfect execution. Perfect Execution means meeting the customer's expectation for delivery reliability 100% of the time. It means keeping your promises.
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Does Supply Chain Optimization Matter?

  Does supply chain optimization matter?  I’ve spent the better part of my professional life preaching that it’s process that matters while software is immaterial (or at least secondary). Which is it? Process or software? Software suppliers make very little mention of business process. Management consultants downplay the role of technology in business improvement.
Read more...

Broad Scale Supply Chain Results Are Hard to Find

 

In early January, Computerworld magazine reported on a study that concluded that few companies achieved any return on their supply chain project investment. More than 850 companies were surveyed, including those that had highly publicized supply chain failures. One of the authors of the study, Vinod Singhal, said, “Much of the evidence [for payoff] is anecdotal.” The article further quotes Robert Austin of Harvard University, saying, “Only a few lucky companies can prove that they achieved any real payoff from their SCM (supply chain management) efforts.”
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What Gets Measured Gets Done

  Could it be that the most prevalent measure of manufacturing effectiveness itself prevents the manufacturing organization from improving? Who ever heard of such a thing? The measurement of performance blocks the system from improving performance? That it is exactly what is happening in plants all over the world.
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Successful Drum-Buffer-Rope Implementation

  I have been implementing ToC in organizations ranging in size from $1,000,000 to $1,000,000,000 for 18 years.  Real world experience has taught me there are four core elements in a successful implementation:
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