How to Double Your Profits with TLS Theory of Constraints Lean Six Sigma

Continuous Improvement, TLS Theory of Constraints Lean Six Sigma / / 1 minute of reading

Well, maybe you won’t double them, maybe you’ll do better! Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult.  In spite of the widespread implementation of Lean and Six Sigma principles, poor results persist. The TLS process generates 15-20 […]

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A “Typical” Theory of Constraints Implementation

Theory of Constraints / / , / 3 minutes of reading

You’ve read all of the books on the Theory of Constraints and heard of the terrific successes other achieve with this method.  You may be wondering what a real implementation looks like.  I’ve led nearly 100 implementations and have seen a wide range of companies.  All implementations of the Theory of Constraints will follow this general

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Why is it so hard to get buy in to continuous improvement?

Continuous Improvement, leadership, Lean Manufacturing, TLS Theory of Constraints Lean Six Sigma / / , , , , / 3 minutes of reading

At the heart of continuous improvement is the matter of change.  In order to improve the process, we must change it.  However, not every change results in an improvement.  We would not bother to make a change if it didn’t result in something positive, yet many changes we make result in little real improvement.  Why is

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Theory of Constraints Lean Six Sigma – Integrating Tools for Big Results

Continuous Improvement, leadership / / , , , / 1 minute of reading

Here’s a short clip from my presentation last month. Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult.  In spite of the widespread implementation of Lean and Six Sigma principles, poor results persist. The TLS process generates 15-20 times

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Probabilistic Project Scheduling = Shorter Project Lead Times

Critical Chain / / , / 2 minutes of reading

Probabilistic project scheduling uses an understanding of the variation in project tasks and the project environment (project risks) to make a quantitative prediction of a range of project outcomes. Instead of providing a fixed date to answer a question such as “When is first oil?” probabilistic scheduling provides a range of answers of the type, “There

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8 Unconventional Things to do When Sales Goes Down

Continuous Improvement, leadership, Sales & Marketing / / 4 minutes of reading

So you’ve been hit by the economic crisis, eh?  Demand has softened up a bit, sales are uncertain.  You’re wondering what you’re going to to do with all that extra capacity.  You don’t want to lay anyone off, but if sales don’t pick up, you can’t stay solvent.  Here are some things you can do to

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You don’t have to be a firefighter to deliver on time!

Theory of Constraints / / 2 minutes of reading

Breakthrough in scheduling simplifies managing a plant, while making it more responsive, improving on time delivery and throughput. Imagine if… Your plant ran on auto-pilot – people know what to do, and they do it! Every resource is synchronized to your customer’s need You deliver every order not only when you promised it, but sooner. Your

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Critical Chain Project Management Webinar

Critical Chain / / , , / 1 minute of reading

On April 29, 8am-9:30am PST, I’ll be presenting a webinar on Critical Chain Project Management. This event is sponsored by the Theory of Constraints Certification Organization (TOCICO). This one hour presentation (with a half hour for questions) by me, Mark Woeppel, will present the core concepts of the CCPM method as it applies to three main

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Is Your Continuous Improvement Organization a Profit Center?

Continuous Improvement, leadership / / 3 minutes of reading

Continuous Improvement (CI) organizations must be profit centers, not cost centers.  Too often, these organizations are established with little thought as to how they will function with the rest of the organization.  As a result, the CI organization goes about aimlessly “improving”, with no bottom line results from their effort.  No results = no buy-in.  No

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Experience is not the best teacher?

Critical Chain, leadership / / 2 minutes of reading

According to Kishore Sengupta, an associate professor at France’s Insead business school, says that project managers says with 10 or more years of experience collectively generated higher costs and more errors and missed more deadlines than less-experienced colleagues. Mr. Sengupta developed a simulation program for project management that demonstrates when project managers fall into the patterns

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