‘Deming and Goldratt: The Theory of Constraints and the System of Profound Knowledge: The Decalogue’
First Indian Edition 2007
By Domenico Lepore and Oded Cohen
Productivity and Quality Publishing Pvt Ltd
Edward Deming is considered father of modern quality management. Eliyahu Godratt is a business management guru and his theory of constraints (TOC) has changed the way we looked at problems and improvements. In this book, the authors Lepore and Cohen have tried to integrate the contributions of these two great men. The System of Profound Knowledge by Deming and TOC by Goldratt has been assimilated and the product is a comprehensive system and a conceptual framework.
The approach put forward in this book is as follows:
The Decalogue:
Step 1: Establish the goal of the system, the UOM and the operating measurement
Step 2: Understand the system
Step 3: Making the system stable
Step 4: Identify the constraint and carry out five focusing steps
Step 5: Implement the buffer management
Step 6: Reduce the variability of the constraints and the main processes
Step 7: Creating a suitable management structure
Step 8: Eliminate the external constraint: selling the excess capacity
Step 9: Bringing the constraint inside the organization when possible
Step 10: Set up a continuous learning program
The goal of the book is “to provide a path to follow in order to deal with the constraint that prevents us from achieving continuous improvement in our organizations.”
- Rahul
First Indian Edition 2007
By Domenico Lepore and Oded Cohen
Productivity and Quality Publishing Pvt Ltd
Edward Deming is considered father of modern quality management. Eliyahu Godratt is a business management guru and his theory of constraints (TOC) has changed the way we looked at problems and improvements. In this book, the authors Lepore and Cohen have tried to integrate the contributions of these two great men. The System of Profound Knowledge by Deming and TOC by Goldratt has been assimilated and the product is a comprehensive system and a conceptual framework.
The approach put forward in this book is as follows:
The Decalogue:
Step 1: Establish the goal of the system, the UOM and the operating measurement
Step 2: Understand the system
Step 3: Making the system stable
Step 4: Identify the constraint and carry out five focusing steps
Step 5: Implement the buffer management
Step 6: Reduce the variability of the constraints and the main processes
Step 7: Creating a suitable management structure
Step 8: Eliminate the external constraint: selling the excess capacity
Step 9: Bringing the constraint inside the organization when possible
Step 10: Set up a continuous learning program
The goal of the book is “to provide a path to follow in order to deal with the constraint that prevents us from achieving continuous improvement in our organizations.”
- Rahul
No comments:
Post a Comment