Marris Consulting is a management consulting firm dedicated to manufacturing companies. Our motto: Factories, People & Results. We help firms improve all the components of their business, especially: Manufacturing, New Product Development, Supply Chain, R&D, Marketing and Sales. We have more than 25 years of experience in designing and implementing over 300 medium and large transformation projects. Founded in 2005 and headquartered in Paris, France.
We are recognized as TOC / Theory Of Constraints experts (Production, Projects, Logical Thinking Process ...) and Lean Experts (Manufacturing and Engineering / New Product Development). We often recommend combining TOC with Lean and Six Sigma. In our Supply Chain projects we regularly recommend DDMRP (Demand Driven MRP). We have significant experience of Critical Chain Project Management (CCPM) often combined with Lean Engineering.
Very interesting the part where you talk about how Embraer adopted the theory of constrains and the critical chain project approach. Would be really interesting to understand what methodologies other companies such Airbus or Boeing uses to develop their planes. Thanks fort the content!
excellent webinar. Thank you.I wonder if the parts of the book that was not added that was so important and interesting can be made available in pdf download format only. no printing costs involved. Otherwise it will be a shame that your specific insights are lost to the public.
Thank you for your feedback, well appreciated! We provide the slides here: www.marris-consulting.com/en/conferences/webinar-efrat-goldratt-ashlag-s-rules-of-flow
I believe we have a global Leadership crisis. Lack of Leadership. I think respect for the people is the first priority ( True Leadership), then begin the factory improvement. Thanks for the videos.
Thanks for this video, it explains both concepts (CCPM y CPM) perfectly. It is also short and to the point, my favorite characterics in a RU-vid video (sadly, they are becoming less and less common)
Philip, great explanation. A lot of misunderstanding in identifying constraints is caused by the so-called political constraints. The division of types of constraints you proposed is consistent with the definition of the constraint according to the TOCICO dictionary. This division can be very helpful in understanding and teaching TOC.
My take here is that, to me, it seems like we already have a tool in the thinking processes: The Negative Branch Reservation. Further, you can design a Current/Future reality tree to demonstrate how the current situation may lead to that bad outcome and use among the 8 categories of legitimate reservation to logicaly demonstrate how the combination of certain events may lead to that outcome. One of the 8 categories of legitimate reservation you can use to prove that that worst outcome is really building up is the "predicted effect' - pointing to supporting facts or trends in performance/behaviour that can be checked with actual data.
Awesome. I was at that meeting in Atlanta in 2001 and recall Ravi’s question and Eli’s response. I too was new and not yet a Jonah, but agreed (to myself) with the idea that Cash is a constraint.
A very good compilation Philip. Testimony that TOC is domain agnostic. I could relate to the example of pharmaceutical company, where it was difficult to identify the bottle neck. Was in a similar situation at my company; utilisation of ~50%, overwhelming number of defects, across lines. We fixed the flow by synchronizing between the parts and just that pushed the utilisation by 20%. With the flow fixed, bottleneck was easy to identify. We also used CCPM successfully to reduce our backlog; full kitting was what made all the difference.
Thanks for this valuable comment! Bad synchronization of components (doing more A than Bs and vice versa both required for C) can have a big impact on the output.
In order to approach POOGI with the right state of mind, please consider two important concepts: commitment vs priority. IOW, our commitment should be our priority, and our priority should have our commitment. In good business relationships the two concepts are always considered together, and benefit from the five steps. In bad business relationships, someone else decides others' priorities. Hopefully, this will add the right spices to the outcomes of the effort.
This video succinctly condenses 90% of the CCPM knowledge in a unique and efficient manner. In just 5 minutes, Phillip articulates the logic behind CCPM, saving us valuable hours that would have been spent deciphering the same concepts independently. Grateful for Phillip's insightful explanation!
Très très intriguant. D'un point de vue change management, comment arrivez vous à imposer les throughput economics dans des milieux historiquement "psychorigides" comme l'aéronautique ?
Bonne question! Le Throughput Economics (a.k.a Throughput Accounting) est en effet très difficile à introduire dans les grandes enterprises (de plus de 5,000 personnes environ). Le terreau idéal est une ETI ou PMI avec une culture entreprenariat (recherchant la croissance et la rentabilité plutôt que la réduction des coûts).
Merci pour ce webinar. On pourrait dire qu'à certains égards TOC + Lean équivaut à Résilience + Robustesse. C'est une combinaison très intéressante. Par ailleurs le sujet est visiblement extrêmement bien maîtrisé c'est d'autant plus plaisant à regarder.
The units are represented in % and those project buffers are time buffers. Feeding buffer is like a project buffer for protecting the Critical Chain from variability on other paths.
No, this is a Methodology, but we have a complete list of all the software that are used for the Critical Chain here's the link: www.critical-chain-projects.com/to-go-further/critical-chain-project-management-software-comparison
You can apply Critical Chain Project Management with or without software. Large complex projects or portfolios require software. You will find a software comparison here: www.critical-chain-projects.com/to-go-further/critical-chain-project-management-software-comparison
He is referring to the influence that politicians have on world trade through imposing sanctions or other ways of influencing world trade significantly. This increases demand on certain factories quickly and significantly and thereby creates bottlenecks. The remark addresses leaders of large countries in general. It was not meant to single out one politician in particular.
This training was hosted when Donald Trump was just elected. Hence the choice for this speech. In different conferences and videos Philip Marris also refers to other leaders.
muy interesante esta aproximacion de la inteligencia o memoria artificial con el poder humano del racionamiento y el uso adecuado de la intuicion....gracias!
@marrisconsulting Marris Consulting, thank you for openly sharing this excellent webinar. Regarding the full-kit concept Efrat explained, I find it very similar to the one-piece-flow concept from Lean/The Toyota Production System. That similarity is most likely no coincidence, because both concepts are related to improving flow. I hope you could elaborate on this in the next video! Thank you!
We agree that the obsession with improving flow is at the heart of both (good) Lean and the Theory Of Constraints (Critical Chain in projects and DBR in production). Thank you for your comment!
Thanks. I have a question though.. TOC vs Lean which one is better? I ask this as to my limited understanding TOC probably doesn't takes into account the market demand (focussed on increasing throughput via managing constraints) however lean does it via tact time which inherently is customer (demand) focused. Please correct me if my understanding is not correct.
Hi there, Our opinion is that there is not necessary a need to choose between TOC and Lean. In fact, both are more than compatible and we have published several videos on this topic, for example this one: ru-vid.com/video/%D0%B2%D0%B8%D0%B4%D0%B5%D0%BE-XTxiOkh35cU.html One great way to use both is to: - Identify the constraint using TOC and orient most of your managerial efforts there because it directly impacts your global performance, - Deploy the relevant Lean tools (Kanban, SMED, Poka-Yoke and so on...) to get the maximum out of the constraint of the system. There might be clashes such as buffers vs. one-piece-flow, we have also elaborated on this matter in this video: ru-vid.com/video/%D0%B2%D0%B8%D0%B4%D0%B5%D0%BE-jz2HsPvYjOM.html When it comes to how TOC can take into account market demand, I suggest you to dive into topics such as DDMRP (Demand Driven Material Requirements Planning) or Throughput Accounting which also stems from TOC. And one final comment: when you have improved so much (using the 5 focusing steps for example) that you are able to produce much more than you can sell, the market or your sales force then become your constraint! I hope this helps!
@@marrisconsulting: Thank you. It is helpful. I have read the theory of the topics you mentioned and would put them to test in my team. Is there a course or a book that you can suggest which gives practical examples and case studies to test the understanding practically (before implementing it in real life operations)?
If you had to read a single book it would be The Goal written by Eliyahu Goldratt. For case studies and other readings you can visit our website where you will find some Marris Consulting case studies or book reviews.
Yes indeed governments do that! And it goes unnoticed because there are rarely calculations on the time to do each task and therefore an estimate of workload. But for profit organisations do it too!
Il est important dans tout projet d’identifier, de visualiser et de mesurer le chemin critique qui lui est irréductible en fonction des contraintes. Un Retex est nécessaire pour comprendre la variabilité financière, qualitative et temporelle du projet permettant ainsi d’améliorer les prochains.
Je vous remercie pour votre partage des connaissance. Je viens de terminer le bouquin d'Eliyahu Glodratt sur le sujet, très intéressant. Est-ce que vous proposez des formations?
Merci pour ce commentaire. Nous organisons régulièrement des formations sur le management de projet par la chaîne critique : www.marris-consulting.com/formation/formation-management-de-projet-par-la-chaine-critique/description-formation-chaine-critique
