In today's fast-paced world, businesses face numerous challenges. They struggle with limited resources, operational inefficiencies, and missed opportunities for growth, so...
...do you find yourself struggling to identify bottlenecks in your processes?
...are you seeking a comprehensive solution to optimize your operations and achieve remarkable results?
...do you find yourself facing complex business challenges, feeling overwhelmed, and unsure of where to even begin?
We understand that identifying and solving the root causes of your operational issues can be a daunting task.
If these questions resonate with you, then our Theory of Constraints Online Course is the answer you've been looking for.
Learn about this Theory with Philip Marris who has over 30+ years of experience and has been applying it to companies worldwide.
Philip Marris is an acknowledged expert in Lean practices, known for his adept fusion of Lean principles with the Theory of Constraints (TOC). Actively involved in the Theory of Constraints community, he consistently contributes to its discussions. Fluent in both French and English, he navigates both languages and cultures seamlessly.
He established Marris Consulting in Paris, France, back in 2005. With a track record of implementing Lean and TOC methodologies over 300 times across 30 different countries, notable clients he has worked with include Air France, ArcelorMittal, Ariane Group, Embraer, GSK, McDonald's, Louis Vuitton, Procter & Gamble, Safran, Salzgitter-Mannesmann, Siemens, SKF, Thales, and Zodiac Aerospace etc.
Extract from this course
In this short video, Philip explains the five steps of the Theory of Constraints' continuous improvement process. It has first been designed for production environments, but it can well be applied in most work environments (projects, services etc.).
Extract from this course
This is the right way to manage production in a factory according to the Theory of Constraints. It aims at maximising production volumes on the production lines implying managerial rules to be applied both on the bottleneck and the non-bottlenecks, while providing enough security to cope with uncertainties.
Extract from this course
In this short video, Philip Marris explains the VAT factory types from the Theory of Constraints. V-plants have few raw materials and many finished goods, A-plants have many raw materials and few products, and T-plants offer a wide variety of products, like car manufacturing. These types help determine how to analyze and manage plants.
Welcome to the online Theory of Constraints in Production course!
We are delighted to have you join us on this journey of learning how to decrease your production cycles, create growth and accelerate your Lean program in your factories. Throughout this course, we will explore the principles and practices of Theory of Constraints(or TOC) in Production, providing you with the tools and knowledge to manage your production system effectively.
Led by our experienced instructor Philip Marris, this course will offer valuable insights and practical lessons learned from multiple case studies from numerous production plants from various industries and a quiz at the end of each chapter. You will gain a deep understanding of the Theory of Constraints approach and learn how to apply it to your production lines, enabling you to achieve successful outcomes.
During this training, you will delve into topics such as the Drum-Buffer-Rope mechanism, the 2-for-1 rule, Little's law, the 5 Focusing Steps and other techniques specific to Theory of Constraints. Additionally, you will have the opportunity to hear directly from our clients through testimonies and case studies. These real-world examples will showcase how organisations have successfully implemented the Theory of Constraints and the positive impact it has had on their production volumes and their on-time delivery rate. Learning from their mistakes and their tips and tricks applied in their environment will enhance your learning experience and enable you to apply the Theory of Constraints principles to your own environment/challenges.
By the end of this course, you will be equipped with the necessary skills to make informed decisions and drive positive change within your production environment. You will gain insights from our client's experiences and be able to apply these learnings with your teams, improving their efficiency and effectiveness.
Welcome aboard, and we look forward to your success in the Theory of Constraints Mastery Course! Are you ready to accelerate your growth and boost your Lean program? Join us on this transformative journey and unlock the power of the Theory of Constraints to drive success in your factories and achieve high production performances.
Introduction
Introduction to each chapter
Training facilitator & his experience
Part 1: Overview of the Theory of Constraints Part 1
Book: The Goal
Foundations of the Theory of Constraints
5 Focusing Steps
History of Theory of Constraints
"Goldrattism" Toc and Logical Thinking
Part 2: Case study "TOC" + "Lean"
Context
How was the bottleneck identified?
Solution
Other improvements
Results & Other lessons learnt
Part 3: Overview of the Theory of Constraints Part 2
The goal according to Eliyahu Goldratt
Pertinence of the Theory of Constraints
The two simultaneous constraints
Part 1: Identify the constraint
Identifying constraints
Case studies
Lessons learned & warnings!
Capacity constraints in projects
Part 2: Exploit the Constraint
How to exploit a constraint?
Examples and case study
Part 3: Subordinate the constraint
Little's Law
The Rule 2 for 1
Subordinate
The Drum Buffer Rope mechanism (DBR)
How to define the size of the buffers?
Part 4: Case Study Aeronautical equipment
Contexte
The bottleneck
Action 1: Exploit the constraint
Action 2: Subordinate & Reduce WIP
Results observed
Part 5: Elevate the constraint
Elevate the system's constraint
Tips to significantly improve the capacity of the constraint
Part 6: Repeat the process (or don't...)
Step 5 of the "Theory of Constraints" VS Step 5 of the "Constraints Management"
Marris Consulting's point of view
Other considerations when choosing your best bottleneck
The 3 elements
Theory of Constraints
Lean
Six Sigma
Two Subtypes: Good & Bad
Good Lean & Bad Lean
Good ToC & Bad ToC
Good Six Sigma & Bad Six Sigma
Why and how they can reinforce each other
Example of ToC + Lean Assignment
Part 1: Critical Chain Project Management
Drum Buffer Rope or Critical Chain Project Management?
Overview of Critical Chain principles
Scheduling principle
Execution the Critical Chain way with the Fever Chart
The Portfolio Fever Chart
Example on the aeronautics
Case studies: Aeronautical MRO and Oil&Gas ETO
Part 2: Replenishment or Demand Driven MRP (DDMRP)
Relevance of DDMRP compared to today's Supply Chain issues
DDMRP for a constant material availability
Results of the DDMRP
Part 3: Throughput Accounting
What is Throughput Accounting?
The Throughput World
Throughput Accounting or Throughput Based Decision Making (TBDM)
Part 4: Logical Thinking Process (LTP)
The Logical Thinking Process and Theory of Constraints
ToC Thinking Processes
The LTP by Bill Dettmer
Focus on the Goal Tree
Dare to implement the Theory of Constraints and create your own cocktail
Why the Theory of Constraints is increasingly relevant
The bottleneck VS non-bottlenecks