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theory of constraints Tagged Articles



A Little more on applying Little's Law to Lean your Marketing!
Though this is not a major change in thinking, Throughput is the measure that drives Theory of Constraints. In your marketing process, this makes perfect sense, you should be measured in Sales Revenue, correct
Elevating and Repairing Marketing Constraints
A continuation of my articles on Using the Theory of Constraints with your Marketing HourGlass. We are concentrating on optimizing the Throughput of the Marketing Hourglass utilizing the Five Steps of Continuous Improvement: Steps 4 and 5.
Exploiting and Subordinating your Marketing Constraint
A continuation of my articles on Using the Theory of Constraints with your Marketing HourGlass. We are concentrating on optimizing the Throughput of the Marketing Hourglass utilizing the Five Steps of Continuous Improvement, Steps 2 and 3.
Ever hear of the term Value Stream Marketing?
My E-book on applying the Theory of Constraints to the Marketing Hourglass is a good example on how one part of the marketing process may be limiting your overall revenue. If you find that constraint what would you do with it? How would you improve it? I would first start examining what got the person there to begin with and then increase the value of your offering based on the previous offer. If you are not getting enough referrals or repeat customers, think about an offer you could create that would add additional value to them. Give them something that they can simply not refuse. What would shake them up a bit?
Identify your Marketing Constraint
As I mention in a previous post: Every System, typically has relatively few constraints. However, to operate at maximum efficiency, the limiting constraint must be identified. Five Steps of Continuous Improvement help identify and improve the constraint. How do I correlate the Marketing Hourglass with the Theory of Constraints? TOC uses the weakest link, a chain as a visual in working with throughput.
Improve throughput, cut your customers in half!
A Theory of Constraints tactic is to cut your Work in process in half, and you will increase throughput. Many people resist this thought, but it is typically easily done in most TOC projects that have been tried. I listen to the TOC consultants and many are adamant about this fact. They will tell you that it is much like picking the low-hanging fruit.
Theory of Constraints + Lean + Six Sigma = Ultimate Improvement Cycle
What caught my interest in Bob's book The Ultimate Improvement Cycle is that recently there has been an added push from TOC disciples to bring TOC on an equal playing field as Lean and Six Sigma. I find it interesting because bottlenecks and constraints are an integral part of Lean and Six Sigma training but TOC has never seemed to be on an equal platform.
Using the Theory of Constraints in Marketing
You can think of the stories of Toyota and GE that have brought Lean and Six Sigma to the forefront but this was about a fiction story. One of my favorite questions to ask people is do you remember the main character's name? Few do, but when asked is they remember the Constraint's name or the boy scout who could not keep up on the walk, they blurt out: Herbie!
Value Stream Marketing: It’s just not about the Value
Of course when I start discussing flow, I am going to start discussing Theory of Constraints. In your marketing process, you will have numerous constraints but Goldratt claims that at any given time, there is only one constraint. That constraint is much like the neck of an hourglass and will limit the entire system. Actually, if it is well managed you could throttle your process accordingly (We only wish we could that). Simply doubling the efforts in a constraint could be the easy solution and may just move the constraint to another area. However, we operate in a more complicated world than that. Something else usually cases something else to happen.
THOUGHTS ON PRODUCTIVITY
1. “PRODUCTIVITY IS MEANINGLESS UNLESS YOU KNOW YOUR GOAL.” 2. PRODUCTIVITY ALWAYS TRUMPS ACTIVITY (3 STORIES) 3. “I MUST DO THE MOST PRODUCTIVE THING POSSIBLE AT EVERY GIVEN MOMENT.”

Other theory of constraints Related Articles

Access to Finance: Constraints of growth-oriented enterprises
The starting point for a Focus Group Discussion was an exercise whereby the participants were asked to write down constraints they had encountered in growing or trying to grow their enterprises. These responses were printed on cards, which were placed, in clusters of similar constraints, on the wall for all to see. They became the starting point for more in-depth discussions and were used to reflect the groups' main concerns.

Why do I need a theory of leadership?
We ‘see’ via our minds not our eyes. We need understand ‘theory’ and ‘model’ as the conceptual template via which we actually ‘see’ situations. The clearer we ‘see’ the more effective we act: So better theory and models enables us to act more effectively.

Improve throughput, cut your customers in half!
A Theory of Constraints tactic is to cut your Work in process in half, and you will increase throughput. Many people resist this thought, but it is typically easily done in most TOC projects that have been tried. I listen to the TOC consultants and many are adamant about this fact. They will tell you that it is much like picking the low-hanging fruit.
Elevating and Repairing Marketing Constraints
A continuation of my articles on Using the Theory of Constraints with your Marketing HourGlass. We are concentrating on optimizing the Throughput of the Marketing Hourglass utilizing the Five Steps of Continuous Improvement: Steps 4 and 5.
Exploiting and Subordinating your Marketing Constraint
A continuation of my articles on Using the Theory of Constraints with your Marketing HourGlass. We are concentrating on optimizing the Throughput of the Marketing Hourglass utilizing the Five Steps of Continuous Improvement, Steps 2 and 3.
Identify your Marketing Constraint
As I mention in a previous post: Every System, typically has relatively few constraints. However, to operate at maximum efficiency, the limiting constraint must be identified. Five Steps of Continuous Improvement help identify and improve the constraint. How do I correlate the Marketing Hourglass with the Theory of Constraints? TOC uses the weakest link, a chain as a visual in working with throughput.
Ever hear of the term Value Stream Marketing?
My E-book on applying the Theory of Constraints to the Marketing Hourglass is a good example on how one part of the marketing process may be limiting your overall revenue. If you find that constraint what would you do with it? How would you improve it? I would first start examining what got the person there to begin with and then increase the value of your offering based on the previous offer. If you are not getting enough referrals or repeat customers, think about an offer you could create that would add additional value to them. Give them something that they can simply not refuse. What would shake them up a bit?
Value Stream Marketing: It’s just not about the Value
Of course when I start discussing flow, I am going to start discussing Theory of Constraints. In your marketing process, you will have numerous constraints but Goldratt claims that at any given time, there is only one constraint. That constraint is much like the neck of an hourglass and will limit the entire system. Actually, if it is well managed you could throttle your process accordingly (We only wish we could that). Simply doubling the efforts in a constraint could be the easy solution and may just move the constraint to another area. However, we operate in a more complicated world than that. Something else usually cases something else to happen.
A Little more on applying Little's Law to Lean your Marketing!
Though this is not a major change in thinking, Throughput is the measure that drives Theory of Constraints. In your marketing process, this makes perfect sense, you should be measured in Sales Revenue, correct
THE ACORN THEORY
The Acorn Theory was first postulated in the modern era, at least in the public domain by James Hillman, author and psychologist, in his bestselling book; The Soul’s Code. It is Hillman’s view that one of life’s greatest mysteries is the question of character and ones destiny. In this theory he proposes that our calling is inborn and that it’s our mission in life to realize its imperatives. He has called it the “acorn theory,” the idea that our lives are formed by a particular image, just as the oak’s destiny is contained in the tiny acorn.

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