Foreword, Preface, Chapter 1 Joe’s First Day, Chapter 2 Joe’s Second Day, Chapter 3 Joe’s Meeting with Connor, Chapter 4 Joe’s Meeting with the Vice President of Operations , Chapter 5 Sam and Connor Meet, Chapter 6 The Strategy Session at Jonah’s, Chapter 7 The Second Meeting with Connor, Chapter 8 The Interference Diagram, Chapter 9 The Meeting with Jerry, Chapter 10 Becky Meets Connor, Chapter 11 Another Meeting at Jonah’s , Chapter 12 The Parts Issue, Chapter 13 Fabrics-R-Us, Chapter 14 Training Fabrics and Greg, Chapter 15 Performance Metrics, Chapter 16 CCPM: Part 1, Chapter 17 CCPM: Part 2, Chapter 18 Joe and Sam’s Trip to Corporate, Chapter 19 The Corporate Purchasing Team, Chapter 20 Connor Goes to Simco, Chapter 21 The Finale, Appendix 1: TLS Overview, Appendix 2: The Systems Thinking Tools, Appendix 3: Performance Metrics Using Cost Accounting (CA) and Throughput Accounting (TA), Appendix 4: TOC Distribution and Replenish Model, Appendix 5: Drum–Buffer–Rope (DBR), Appendix 6: Critical Path Method (CPM) versus Critical Chain Project Management (CCPM), Appendix 7: The Interference Diagram (ID)/Intermediate Objectives (IO) Map, Appendix 8: Systems Analysis, Appendix 9: Supplemental Thinking Tools, About the Authors
Bob Sproull, Bruce Nelson
... a very important book for any organization sincerely interested
in doing more with the same, or even fewer resources. ... The real
value of this book is twofold. It provides the first comprehensive
picture of what TOC is all about and does so in an eminently
readable fashion. Secondly, the appendices provide much-needed
detail for those who wish to understand and capitalize on these
applications.
This book provides a much-needed comprehensive view on how TOC can
be used to help organizations greatly increase productivity and
with it wealth and standard of living. It also provides important
insights in how to effectively integrate the TOC, Lean, and Six
Sigma approaches to produce even greater results.—Bob Fox, Founding
Member of The Goldratt Institute, The TOC Center, Inc., and Viable
Vision LLC
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