The Theory Of Constraints Self Learning Program

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This program is designed as a self learning tool for those interested in. The TOC concepts and principles applied to various areas within an organization. An in-depth analysis and the corresponding TOC solution to significantly increase performance. The Theory of Constraints International Certification Organization (TOCICO) unites people who share a passion for win-win holistic thinking and share a vision that this will become the main way to manage organizations. The TOCICO is a global not-for-profit certification organization for TOC practitioners, consultants and academics to develop and administer certification standards,.

Theory of Constraints (TOC) is an overall management philosophy. Dr. Eliyahu M. Goldratt introduced the 'Theory of constraints' in his 1984 book titled 'The Goal'. It is based on the application of scientific principles and logic reasoning to guide human-based organizations. The publicity and leadership behind these ideas has been dominated by Dr. Goldratt through a series of books, seminars and workshops.

TOC is geared to help organizations continually achieve their goals.cite book author=Goldratt, Eliyahu M. title=What is this thing called Theory of Constraints an how should it be implemented publisher=North River Press location= [Croton-on-Hudson, NY] year=1990 pages=161 isbn=0-88427-166-8 oclc= doi=]

TOC is based on a set of basic principles (axioms)cite video people=Goldratt, Eliyahu M. (Director, Presenter) title=TOC - Self Learning Program publisher=Goldratt Marketing Group url=http://www.toc-goldratt.com/store/home.php?cat=14&page=1 medium=Computer CD-ROM date2=2002 ] , a few simple processes (Strategic Questions, Focusing Steps, Buy-In processes, Effect-Cause-Effect), logic tools (The Thinking Processes or TP) and through the logical derivation of these some applications to specific fields (Operations, Finance, Distribution, Project Management, People Management, Strategy, Sales and Marketing).

According to TOC, every organization has - at any given point in time - at least one constraint which limits the system's performance relative to its goal (see Liebig's law of the minimum). These constraints can be broadly classified as either an internal constraint or a market constraint. In order to manage the performance of the system, the constraint must be identified and managed correctly (according to the Five Focusing Steps below). Over time the constraint may change (e.g., because the previous constraint was managed successfully, or because of a changing environment) and the analysis starts anew.

Basic principles of TOC

Explicitly articulated in SLP 7 — Managing People and Necessary and Sufficient — Unit 2 The Basic Assumptions of TOCcite video people=Goldratt, Eliyahu M. (Director, Presenter) title=Necessary and Sufficient publisher=Goldratt Marketing Group url=http://www.toc-goldratt.com/index.php?cont=32 medium=Computer CD-ROM date2=2003 ]

The principles are treated as axioms, and therefore have no proof. Even so Goldratt provides, some indication on why he chose these as basic assumptions or principles to base TOC upon.

The first two are a derivation of Newton's words: 'natura valde simplex est et sibi consona' (nature is exceedingly simple and conformable to herself), while the third is a bridge on how to deal with human reactions and motivations.

Convergence

The first principle: Convergence, also called 'Inherent Simplicity' states that 'The more complex a system is to describe, the simpler it is to manage.' Or that the more interconnected a system is the fewer degrees of freedom it has, and consequently the fewer points must be touched (managed) to impact the whole system. A corollary of this principle is that every organization has at least one constraint active in any given point of time (otherwise it would achieve infinite performance relative to its goal). The more complex and interconnected the organization is the lower the number of constraints it will have.

Consistency

The second principle: Consistency, also called 'There are No Conflicts in Nature' states that 'If two interpretations of a natural phenomenon are in conflict, one or possibly both must be wrong'. That is, when in an organization with a common goal, two parts are in conflict (or in a dilemma) this means that the reasoning that led to the conflict must contain at least one flawed assumption.

Respect

The third principle: Respect, also called 'People are not Stupid' states that 'Even when people do things that seem stupid they have a reason for that behavior'. In other words, this principle is stating that people are not inherently irrational.

Basic processes

The five focusing steps

One of the most important processes of the Theory of Constraints is based on the premise that the rate of goal achievement is limited by at least one constraining process. Only by increasing throughput (flow) at the bottleneck process can overall throughput be increased.

The key steps in implementing an effective process of ongoing improvement according to TOC are:

:0. (Step Zero) Articulate the goal of the organization. Frequently, this is something like, 'Make money now and in the future.':1. Identify the constraint (the thing that prevents the organization from obtaining more of the goal):2. Decide how to exploit the constraint (make sure the constraint is doing things that the constraint uniquely does, and not doing things that it should not do) :3. Subordinate all other processes to above decision (align all other processes to the decision made above):4. Elevate the constraint (if required, permanently increase capacity of the constraint; 'buy more'):5. If, as a result of these steps, the constraint has moved, return to Step 1. Don't let inertia become the constraint.

Applications

The focusing steps, or this 'Process of Ongoing Improvement' has been applied to Manufacturing, Project Management, Supply Chain / Distribution generated specific solutions. Other tools (mainly the TP) also led to TOC applications in the fields of
Marketing and Sales, and Finance. The solution as applied to each of these areas are listed below.

Operations

Within manufacturing operations and operations management, the solution seeks to pull materials through the system, rather than push them into the system. The primary methodology use is Drum-Buffer-Rope (DBR),cite book author=Cox, Jeff; Goldratt, Eliyahu M. title=The goal: a process of ongoing improvement publisher=North River Press location= [Croton-on-Hudson, NY] year=1986 pages= isbn=0-88427-061-0 oclc= doi=] and a variation called Simplified Drum-Buffer-Rope (S-DBR).cite paper author = Eli Schragenheim and H. William Dettmer title = Simplified Drum-Buffer-Rope: A Whole System Approach to High Velocity Manufacturing date= 2000 url = http://www.goalsys.com/books/documents/S-DBRPaper.pdf format = PDF accessdate = 2007-12-08]

Drum-Buffer-Rope is a manufacturing execution methodology, named for its three components. The 'drum' is the physical constraint of the plant: the work center or machine or operation that limits the ability of the entire system to produce more. The rest of the plant follows the beat of the drum. They make sure the drum has work and that anything the drum has processed does not get wasted.

The 'buffer' protects the drum, so that it always has work flowing to it. Buffers in DBR have time as their unit of measure, rather than quantity of material. This makes the priority system operate strictly based on the time an order is expected to be at the buffered operation. Traditional DBR usually calls for buffers at several points in the system: the constraint, synchronization points and at shipping. S-DBR requires only a single buffer at shipping.

The 'rope' is the work release mechanism for the plant. Only at 'buffer time' before an order is due does it get released into the plant. Pulling work into the system earlier than a buffer time guarantees high work-in-process and slows down the entire system.

Plant types

There are four primary types of plants in the TOC lexicon. Draw the flow of material from the bottom of a page to the top, and you get the four types. They specify the general flow of materials through a system, and they provide some hints about where to look for typical problems. The four types can be combined in many ways in larger facilities.
* I-Plant: Material flows in a sequence, such as in an assembly line. The primary work is done in a straight sequence of events (one-to-one). The constraint is the slowest operation.
* A-Plant: The general flow of material is many-to-one, such as in a plant where many sub-assemblies converge for a final assembly. The primary problem in A-plants is in synchronizing the converging lines so that each supplies the final assembly point at the right time.
* V-Plant: The general flow of material is one-to-many, such as a plant that takes one raw material and can make many final products. Classic examples are meat rendering plants or a steel manufacturer. The primary problem in V-plants is 'robbing' where one operation (A) immediately after a diverging point 'steals' materials meant for the other operation (B). Once the material has been processed by A, it cannot come back and be run through B without significant rework.
* T-Plant: The general flow is that of an I-Plant (or has multiple lines), which then splits into many assemblies (many-to-many). Most manufactured parts are used in multiple assemblies and nearly all assemblies use multiple parts. Customized devices, such as computers, are good examples. T-plants suffer from both synchronization problems of A-plants (parts aren't all available for an assembly) and the robbing problems of V-plants (one assembly steals parts that could have been used in another).

upply chain / logistics

The solution for supply chain is to move to a replenishment to consumption model, rather than a forecast model.
* TOC-Distribution
* TOC-VMI (vendor managed inventory)

Finance and accounting

The solution for finance and accounting is to apply holistic thinking to the finance application. This has been termed throughput accounting. Throughput accounting suggests that one examine the impact of investments and operational changes in terms of the impact on the throughput of the business. It is an alternative to cost accounting.

The primary measures for a TOC view of finance and accounting are: Throughput (T), Operating Expense (OE) and Investment (I). Throughput is calculated from Sales (S) - Totally Variable Cost (TVC). Totally Variable Cost usually considers the cost of raw materials that go into creating the item sold.

Project management

Critical Chain Project Management is utilized in this area. Based on the realization that all projects look like A-plants: all operations must converge to a final deliverable. As such, synchronization of activities is a common problem that CCPM seeks to address.

Marketing and salesCall of duty 4 no wait patch 1.7.

While originally focused on manufacturing and logistics, TOC has expanded lately into sales management and marketing. For effective sales management one can apply Drum Buffer Rope to the sales process similar to the way it is applied to operations (see Reengineering the Sales Process book reference below). This technique is appropriate when your constraint is in the sales process itself or you just want an effective sales management technique and includes the topics of funnel management and conversion rates.Fact date=December 2007

The TOC thinking processes

The Thinking Processes are a set of tools to help managers walk through the steps of initiating and implementing a project. When used in a logical flow, the Thinking Processes help walk through a buy-in process:
# Gain agreement on the problem
# Gain agreement on the direction for a solution
# Gain agreement that the solution solves the problem
# Agree to overcome any potential negative ramifications
# Agree to overcome any obstacles to implementation

TOC practitioners sometimes refer to these in the negative as working through 'layers of resistance' to a change.

Development and practice

TOC was initiated by Dr. Eliyahu M. Goldratt, being still the main driving force behind the development and practice of TOC. There is a network of individuals and small companies loosely coupled as practitioners around the world. TOC is sometimes referred to as 'Constraint Management' but this understates enormously what TOC is. TOC is a large body of knowledge with a strong guiding philosophy of growth.

Criticism

Some academics in the Operations Research and Management Science communities claim Who date=December 2007 that the TOC founder, Eliyahu M. Goldratt, and some of his followers display a strong guru-like and sales pitch attitude that it is not compatible with the spirit of true scientific investigation.Fact date=December 2007

In particular, people claimFact date=November 2007 Goldratt's books fail to acknowledge that TOC borrows from more than 40 years of previous Management Science research and practice, particularly from PERT/CPM and JIT. A rebuttal to these crticisms is offered in Goldratt's 'What is the Theory of Constraints and How Should it be Implemented?', and in his audio program, 'Beyond The Goal'. In these, Goldratt discusses the history of disciplinary sciences, compares the strengths and weaknesses of the various disciplines, and acknowledges the sources of information and inspiration for the Thinking Processes and Critical Chain methodologies.

D. Trietsch from University of Auckland argues that DBR methodology is inferior to competing methodologies. [http://iospress.metapress.com/openurl.asp?genre=article&issn=0167-2533&volume=24&issue=1&spage=105 D. Trietsch, From Management by Constraints (MBC) to Management By Criticalities (MBC II), Human Systems Management (24) 105-115, 2005] [http://ac.aua.am/trietsch/web/WorkingPaper281.pdf D. Trietsch, From the Flawed “Theory of Constraints” to Hierarchically Balancing Criticalities (HBC), Department of Information Systems and Operations Management, University of Auckland, Working Paper No. 281, May 2004.]

It is not clear that this criticism acknowledges that the earlier approaches did not explain the Theory nor did they lead to the level of results that are routinely achieved through TOC. Goldratt's position is that the methodologies should not compete; they should work together to create better results and generate and disseminate more knowledge. Moreover, it is arguable that earlier approaches were often centered around: continuous mass production rather than discrete batch production, assumptions of infinite capacity rather than finite capacity, and many localised but ineffective safety buffers rather than one or a few critical global safety buffers. Perhaps most importantly TOC is argued to be 'portable' over a wide range of logistical problems that were previously intractable.

ee also

* Liebig's law of the minimum
* List of Theory of Constraints topics
* Systems thinking — Joint decision traps
* Twelve leverage points by Donella Meadows
** Constraint
** Thinklets
** Throughput
* Quantum Improvement Method

References

Further reading

* John Tripp TOC Executive Challenge A Goal Game. ISBN 0-88427-186-2
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External links

* [http://www.dbrmfg.co.nz/ A Guide to Implementing the Theory of Constraints]

(Redirected from Goldratt)
BornMarch 31, 1947
DiedJune 11, 2011 (aged 64)
NationalityIsraeli
Known forTheory of Constraints
Cause and Effect thinking
Slayer of Paradigms
Scientific career
FieldsTheory of Constraints
Operations Research
Organizational Psychology
Management Science
Education

Eliyahu Moshe Goldratt (March 31, 1947 – June 11, 2011) was an Israeli business management guru.[1][2] He was the originator of the Optimized Production Technique, the Theory of Constraints (TOC), the Thinking Processes, Drum-Buffer-Rope, Critical Chain Project Management (CCPM) and other TOC derived tools.

He was the author of several business novels and non-fiction works, mainly on the application of the theory of constraints to various manufacturing, engineering, and other business processes.

The processes are typically modeled as resource flows, the constraints typically represent limits on flows. In his book The Goal, the protagonist is a manager in charge of a troubled manufacturing operation. At any point in time, one particular constraint (such as inadequate capacity at a machine tool) limits total system throughput, and when the constraint is resolved, another constraint becomes the critical one. The plot of Goldratt's stories revolve around identifying the current limiting constraint and raising it, which is followed by finding out which is the next limiting constraint. Another common theme is that the system being analyzed has excess capacity at a number of non-critical points, which, contrary to conventional wisdom, is absolutely essential to ensure constant operation of the constrained resource.

  • 2Work
  • 4Bibliography
    • 4.4Magazines and journals
    • 4.5Other works

Life[edit]

Eliyahu M. Goldratt's grave

Goldratt was born into a rabbinic family, the son of Avraham-Yehuda Goldrat, in British Mandatory Palestine one year prior to Israel's modern statehood. He obtained BSc degree from Tel Aviv University, and MSc and PhD degrees from Bar-Ilan University in Ramat Gan, Israel. Goldratt died June 11, 2011 at noon, in his home in Israel. [3]

Work[edit]

Creative Output years[edit]

After some experience helping Israeli manufacturers, Goldratt left the academic world to join a company called Creative Output. Windows 7 professional 64 bits pt br sp1 iso. The company developed and sold a software package, the Optimized Production Technology (OPT). OPT was billed as the first software to provide finite capacity scheduling for production environments. This software and the principles behind it were analyzed by a number of major publications[4]

Goldratt was actively involved in many controversies such as Cost Accounting v Throughput Accounting[5] and culminated in the publication of A Town Without Walls.[6]

Within the company, Goldratt noticed elements that made him uncomfortable[7] several software implementations did not come close to their estimated potential. After some work, Goldratt discovered that the habits and assumptions (paradigms) of employees and managers prior to using the software were still prominent and negatively influenced results after implementation.[7]

His answer was the book The Goal that took 13 months to write. After completion, the book was not well received by the company staff and by large publishers.[7] Finally, with help from Larry Gadd the owner of North River Press, the book was published and became a great success.[8] After a while, Goldratt noticed that many implementations were conducted using the Book but not the software. This caused further stress in the company and Goldratt tried to capture the essence of how to implement the solution directly in what is now known as Drum-Buffer-Rope method. He published The Race to explain some of the concepts he was working on and developed a course to teach people how to manage their production using a computer simulation game.

Goldratt tried to move the company down the path of 'consulting,' trying to help people rethink the way they did things, but Creative Output's declining revenues and Goldratt involvement with anything but the sales of OPT software convinced the shareholders to fire Goldratt (and afterward his closer collaborators).

Avraham Y. Goldratt Institute years[edit]

After leaving Creative Output circa 1985, Goldratt created the Avraham Y Goldratt Institute[9] or AGI (named after his father) to promote the Theory of Constraints and help it be implemented worldwide.

During the time of the AGI, Goldratt got deeply involved with the further development of TOC, mainly the Thinking Processes (and launched it publicly in 1991), Critical Chain Project Management and other applications. His concepts influenced applications outside manufacturing and supply management, including the field of sales process engineering.[10]

In 1997, Goldratt followed his plan to retire from the Institute prior to his 50th birthday.

Goldratt Group years[edit]

From the beginning of the 2000s, Goldratt created the self-funded Goldratt Group and launched the Viable Vision initiative.

He continued the development of TOC both in the Goldratt Group and in active support for other developments like TOC for Education, TOC in Healthcare, TOC for the Individual (in the continuity of the Odyssey Program, and the publishing of The Choice).

Writings[edit]

Goldratt produced many works, the more noteworthy of which include:

  • The Goal (fiction, 1984) introduces TOC process for improving organizations and briefly TOC's accounting aspects. While set in a manufacturing company, the book provides the context for a more generic approach to continuous improvement.[11]

The Theory Of Constraints Self Learning Programming

  • The Race (non-fiction, 1986) further develops the logistical system called drum-buffer-rope (DBR), based on metaphors developed in The Goal.[11]
  • The Haystack Syndrome (non-fiction, 1990) looks deeper into the idea of performance measurements, examines differences between data and information, and explains the logic of the need for information.[11]
  • What is This Thing Called Theory of Constraints and How Should it be Implemented? (non-fiction, 1990) addresses the five focusing steps of ongoing improvement and fundamentals of the thinking processes.[11]
  • It's Not Luck (fiction, 1994) applies TOC to marketing, distribution and business strategy; Goldratt illustrates use of the thinking processes to address policy constraints.[11]
  • Critical Chain (fiction, 1997) applies TOC to project management and illustrates the Critical Chain method for managing projects while commenting on the MBA academic environment and its issues
  • Necessary But Not Sufficient (fiction, 2000) applies TOC to enterprise resource planning (ERP) and operations software

More recent works:

  • The Choice (2008) discusses Goldratt's approach through a conversation with his daughter Efrat, as he explains to her his fundamental system of beliefs.
  • The Choice, Revised Edition (2010) The revised edition includes Efrat's own notes she made during the conversation with her father, helping the reader determine the true essence of the book.
  • Isn't it Obvious (fiction, 2009) Goldratt's most recent book looks into retail. Ilan Eshkoli and Joe Leer Brown are co-authors. The story is about a husband (manager) and wife (purchaser) working in her family's retail chain. An unexpected crisis helps them to find new ways of doing things, ending in success.

Bibliography[edit]

Business novels[edit]

  • Eliyahu M. Goldratt, Jeff Cox. The Goal: A Process of Ongoing Improvement. (1984). North River Press; 2nd Rev edition (1992). ISBN0-88427-061-0; 20th Anniversary edition (2004) 0-88427-178-1
  • Eliyahu M. Goldratt. It's Not Luck. (1994) ISBN0-88427-115-3
  • Eliyahu M. Goldratt. Critical Chain. (1997) ISBN0-88427-153-6
  • Eliyahu M. Goldratt, Eli Schragenheim, Carol A. Ptak. Necessary But Not Sufficient. (2000) ISBN0-88427-170-6
  • Eliyahu M. Goldratt. Late Night Discussions on the Theory of Constraints. (1998) ISBN0-88427-160-9
  • Eliyahu M. Goldratt, Ilan Eshkoli, Joe Brownleer. Isn't It Obvious? (2009) ISBN0-88427-178-1

Nonfiction books[edit]

  • Eliyahu M. Goldratt and Robert E. Fox. The Race. (1986) ISBN0-88427-062-9
  • Eliyahu M. Goldratt. Essays on the Theory of Constraints. (1987) ISBN0-88427-159-5
  • Eliyahu M. Goldratt. What is this Thing Called Theory of Constraints. (1990) ISBN0-88427-166-8
  • Eliyahu M. Goldratt. The Haystack Syndrome: Sifting Information Out of the Data Ocean. (1991) ISBN0-88427-184-6
  • Eliyahu M. Goldratt. Production the TOC Way (Revised Edition). (2003) ISBN0-88427-175-7
  • Eliyahu M. Goldratt and Efrat Goldratt-Ashlag. The Choice (2008) North River Press; ISBN0-88427-189-7 Revised edition (2010) North River Press; ISBN0-88427-193-5

Other media publications[edit]

  • Eliyahu M. Goldratt. TOC - Self Learning Program. 8 Video Sessions: Operations; Finance and Measurements; Project Management; Distribution; Marketing; Sales and Buy-In; Strategy and tactics (2002)
  • Eliyahu M. Goldratt, Avraham (Rami) Goldratt. TOC Insights. 4 Self learning computer software: Operations; Finance and Measurements; Project Management; Distribution (2003)
  • Eliyahu M. Goldratt. Beyond The Goal. Audiobook (2005) ISBN1-59659-023-8

Magazines and journals[edit]

Theory of Constraints Journal[edit]

  • Eliyahu M. Goldratt. 1987. 'Chapter 1 hierarchical management—The inherent conflict,' The Theory of Constraints Journal 1(1):1-17.
  • Eliyahu M. Goldratt. 1987. 'A visit—Modine, the McHenry plant,' The Theory of Constraints Journal 1(1):19-40.
  • Eliyahu M. Goldratt. 1988. 'Chapter 2 laying the foundation,' The Theory of Constraints Journal 1(2):1-20.
  • Eliyahu M. Goldratt. 1988. 'Apologia or in the move towards the third stage,' The Theory of Constraints Journal 1(2):23-38.
  • Eliyahu M. Goldratt. 1988. 'Chapter 3 the fundamental measurements,' The Theory of Constraints Journal 1(3):1-21.
  • Eliyahu M. Goldratt. 1988. 'A visit—When quoted lead times are too long,' The Theory of Constraints Journal 1(3):23-46.
  • Eliyahu M. Goldratt. 1989. 'Chapter 4 the importance of a system's constraint,' The Theory of Constraints Journal 1(4):1-12.
  • Eliyahu M. Goldratt. 1989. 'A visit—(fictional visit-real plants) Looking beyond the first stage: Just in Time,' The Theory of Constraints Journal 1(4):13-46.
  • Eliyahu M. Goldratt. 1989. 'Chapter 5 how complex are our systems?' The Theory of Constraints Journal 1(5):1-14.
  • Eliyahu M. Goldratt. 1989. 'Looking beyond the first stage—Just in Time: Part two,' The Theory of Constraints Journal 1(5):15-48.
  • Eliyahu M. Goldratt. 1990. 'Chapter 6 the paradigm shift,' The Theory of Constraints Journal 1(6):1-23.
  • Eliyahu M. Goldratt. 1990. 'Looking beyond the first stage—Just in Time: Part three,' The Theory of Constraints Journal 1(6):25-43.

Industry Week[edit]

The Theory Of Constraints Defines Inventory As

  • Eliyahu M. Goldratt. 1991. 'Late-night discussions I: Is your inventory putting you a continent away?' Industry Week July 1, 240(13):24-26.
  • Eliyahu M. Goldratt. 1991. 'Late-night discussions II: Single-source purchasing's long-term effects can be devastating,' Industry Week August 5, 240(15):29-31.
  • Eliyahu M. Goldratt. 1991. 'Late-night discussions III: Transfer prices can be perilous, no matter how they're determined,' Industry Week September 2, 240(17):68-70.
  • Eliyahu M. Goldratt. 1991. 'Late-night discussions IV: Why lightless plants got buried under the carpet,' Industry Week October 7, 240(19):55-57.
  • Eliyahu M. Goldratt. 1991. 'Late-night discussions V: Searching for Japan's core statement: Manufacturing success of Japanese business,' Industry Week November 4, 240(21):30-32.
  • Eliyahu M. Goldratt. 1991. 'Late-night discussions VI: Time for Total Quality Management to confront the real issues,' Industry Week December 2, 240(23):51-53.
  • Eliyahu M. Goldratt. 1992. 'Late-night discussions VII: Why engineering is the key to competition,' Industry Week January 6, 241(1):17-19.
  • Eliyahu M. Goldratt. 1992. 'Late-night discussions: VIII: When is a paradigm shift really a paradigm shift?' Industry Week February 3, 241(3):63-65.
  • Eliyahu M. Goldratt. 1992. 'Late-night discussions IX: Dealing with a market downturn,' Industry Week March 2, 241(5):43-45.
  • Eliyahu M. Goldratt. 1992. 'Late-night discussions X: Different markets, different prices,' Industry Week April 6, 241(7):58-60.
  • Eliyahu M. Goldratt. 1992. 'Late night discussions XI: Tearing down the walls of distrust,' Industry Week May 4, 241(9):27-29.
  • Eliyahu M. Goldratt. 1992. 'Late-night discussions XII: How cost accounting can get in the way,' Industry Week June 1, 241(11):38-40.

Other magazines/journals[edit]

  • Eliyahu M. Goldratt. M. 1988. 'Computerized shop floor scheduling,' International Journal of Production Research 26(3):443-455.
  • Eliyahu M. Goldratt. 1993. 'What is the Theory of Constraints?' APICS—The Performance Advantage June. Reprinted in Selected Readings in Constraints Management. Falls Church, VA: APICS. 1996, 3-6.
  • Eliyahu M. Goldratt. 1996. 'My saga to improve production: Part 1,' APICS—The Performance Advantage July 6(7):32-35.
  • Eliyahu M. Goldratt. 1996. 'My saga to improve production: Part 2,' APICS—The Performance Advantage August 6(8):34-36. Reprinted in:
  • Eliyahu M. Goldratt. 1996. 'My saga to improve production', Selected Readings in Constraints Management. Falls Church, VA: APICS 43-48. And in
  • Eliyahu M. Goldratt. 2003. Production: The TOC Way (Revised Edition) including CD-ROM simulator and workbook. Great Barrington, MA: North River Press.
  • Eliyahu M. Goldratt. 1997. 'The TOC approach to organizational empowerment,' APICS—The Performance Advantage April 7(4):45-48.
  • Eliyahu M. Goldratt. 2009. 'Standing on the Shoulders of Giants', The Manufacturer, June/2009.[12]
  • Eliyahu M. Goldratt. 2009. 'The Power of Cause and Effect,' Diamond Weekly 3/14:124-128.

The Theory Of Constraints In A Trucking Company

Chapters in books[edit]

  • Eliyahu M. Goldratt. 1997. 'Focusing on constraints, not costs'. In Rethinking the Future, R. Gibson, ed. London: Nicholas Brealey Publishing Ltd. ISBN1-85788-108-7

Other works[edit]

Plays[edit]

  • Eliyahu M. Goldratt. 1995. UnCommon Sense. The play (final revision), New Haven, CT: Avraham Y. Goldratt Institute.

White papers and other unpublished works[edit]

  • Eliyahu M. Goldratt and George Plossl. 1984. A Town Without Walls. white paper, distributed during APICS 1984 International Conference in Las Vegas/USA
  • Eliyahu M. Goldratt. 1996. 'Empowerment: Misalignments between responsibility and authority,' white paper. Accessed March 26, 2010 at https://web.archive.org/web/20100605071931/http://www.goldratt.com/empower.htm
  • Eliyahu M. Goldratt. 1998. On Saddam Hussein, Milestones, and How the Theory of Constraints Applies to Project Management. ManagementRoundtable.com.
  • Eliyahu M. Goldratt. 2000. 'Project Management: The TOC Way, Tutor Guide and Workbook,' including CD-ROM simulator. Unpublished book. Roelofarendsveen, The Netherlands: A.Y.G.I. Ltd.

Conference presentations[edit]

  • Eliyahu M. Goldratt., 1980. Optimized production timetables: a revolutionary program for industry. In: APICS 23rd Annual International Conference, Falls Church, VA: APICS.
  • Eliyahu M. Goldratt., 1981. The unbalanced plant. In: APICS 24th Annual International Conference Proceedings, Falls Church, VA: APICS.
  • Eliyahu M. Goldratt. 1983. Cost accounting: The number one enemy of productivity. In: APICS 26th International Conference Proceedings. October. Falls Church, VA: APICS.
  • Eliyahu M. Goldratt and Fox R. E. 1987. The Theory of Constraints. In: APICS 30th Annual International Conference and Technical Exhibit, St Louis. Falls Church, VA: APICS.
  • Eliyahu M. Goldratt. 1996. Theory of Constraints in industry. (Keynote presentation) APICS Constraints Management Symposium Proceedings. April 17–19. Falls Church, VA: APICS.
  • Eliyahu M. Goldratt. 1997. JFL-1 The roots of TOC and the 3 cloud approach. In: Video Conference Proceedings Jonah Upgrade Workshop. New Haven, CT: Avraham Y. Goldratt Institute. Nov. 3-6
  • Eliyahu M. Goldratt. 1997. JFL-16 - Using the 3 cloud approach for buy-in. In: Video Conference Proceedings Jonah Upgrade Workshop. New Haven, CT: Avraham Y. Goldratt Institute. Nov. 3-6
  • Eliyahu M. Goldratt. 2000. Keynote: Necessary but not sufficient. APICS Constraints Management Technical Conference, Tampa, FL. Falls Church, VA: APICS.
  • Eliyahu M. Goldratt. 2001. Keynote: 'Turning TOC into 'the thing to do,' presentation at Founding TOCICO Conference. Atlanta, GA: TOCICO, November 16–19.
  • Eliyahu M. Goldratt. 2003. Keynote: 'Making TOC the main way: The Goldratt Group Strategy & Tactic Tree and the Viable Vision Process,' presentation at 1st Annual TOCICO Conference. Cambridge, UK: TOCICO, September 7–10.
  • Eliyahu M. Goldratt. 2004. Keynote: 'What is different about TOC?' [13] In: Video Conference Proceedings of 2nd Annual TOCICO Conference. Miami, FL: TOCICO, October 23–26.
  • Eliyahu M. Goldratt. 2005. Keynote: 'Success through simplicity,'[14] In: Video Conference Proceedings of 3rd Annual TOCICO Conference. Barcelona, SP: TOCICO, November 13–16.
  • Eliyahu M. Goldratt. 2005. Keynote: 'Viable Vision,' In: Video Conference Proceedings of 3rd Annual TOCICO Conference. Barcelona, SP: TOCICO, November 13–16.
  • Eliyahu M. Goldratt. 2006. Keynote: 'The economy of the world: Past and future,'[15] In: Video Conference Proceedings of 4th Annual TOCICO Conference. Miami, FL: TOCICO November 4–7.
  • Eliyahu M. Goldratt. 2007. Keynote: 'Freedom of choice,'[16] In: Video Conference Proceedings of 5th Annual TOCICO Conference. Las Vegas: TOCICO, November 3–7.
  • Eliyahu M. Goldratt. 2008. Keynote: 'What is TOC?' [17] In: Video Conference Proceedings of 6th Annual TOCICO Conference. Las Vegas: TOCICO, November 1–4.
  • Eliyahu M. Goldratt. 2009. Keynote: 'Standing on the shoulders of giants,'[18] In: Video Conference Proceedings of North American Regional Conference. Tacoma, WA: TOCICO, June 6–9.
  • Eliyahu M. Goldratt. 2009. Keynote: 'Lessons learned: The power of cause-and-effect and TOC = focus,' In: Video Conference Proceedings of 7th Annual TOCICO Conference. Tokyo, JP: TOCICO, November 16–19.

See also[edit]

References[edit]

  1. ^McClenahen, John S: 'Manufacturing's Influential Thinkers & Doers'Archived 2008-06-08 at the Wayback Machine Retrieved on: October 24, 2008.
  2. ^'Tales out of business school.' The Economist. (January 21, 1995). 334 (7898), 63
  3. ^'Eliyahu M. Goldratt, Renowned Business 'Guru' and Author of International Best-Selling Business Novel 'The Goal,' Dies at Age 64', 'PR Newswire', June 14, 2011. Retrieved June 16, 2011.
  4. ^G. Bylinsky. An Efficiency guru with a brown box. Fortune; 120 (September 1983)
  5. ^Goldratt, E. M.; Cost accounting is enemy number one of productivity. International Conference Proceedings, American Production and Inventory Control Society (APICS) (October 1983).
  6. ^Goldratt, Eliyahu M. & Plossl, George; A Town Without Walls. Whitepaper, distributed during APICS 1984 International Conference in Las Vegas/USA
  7. ^ abcGoldratt, Eliyahu M.; My Saga to Improve Production. For instance, in the second edition of The Goal
  8. ^Laurence Gadd. Preface to The Choice
  9. ^'AGI Goldratt Institute'. Retrieved June 13, 2011.
  10. ^Paul H. Selden (1997). Sales Process Engineering: A Personal Workshop. Milwaukee, WI: ASQ Quality Press. pp. 33–35, 264–268.
  11. ^ abcdeShams-ur Rahman, (1998) 'Theory of constraints: A review of the philosophy and its applications', International Journal of Operations & Production Management, Vol. 18 Iss: 4, pp.336 - 355
  12. ^'Archived copy'. Archived from the original on 2010-01-02. Retrieved 2014-01-07.CS1 maint: Archived copy as title (link)
  13. ^'2004 TOCICO Keynote Address'.
  14. ^'Success through simplicity'.
  15. ^'2006 TOCICO Concluding Keynote'.
  16. ^'Freedom of Choice'.
  17. ^'What is TOC?'.
  18. ^'How to reach a much higher level of performance'.

External links[edit]

Media related to Eliyahu M. Goldratt at Wikimedia Commons

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