LEADER 03200nam 2200493 450 001 9910824120303321 005 20230807215751.0 010 $a3-8382-6737-0 035 $a(CKB)3710000000418195 035 $a(EBL)4333682 035 $a(MiAaPQ)EBC4333682 035 $a(MiAaPQ)EBC5782755 035 $a(EXLCZ)993710000000418195 100 $a20160530h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aGoldratt and the theory of constraints $ethe quantum leap in management /$fUwe Techt 210 1$aStuttgart, Germany :$cibidem-Verlag,$d2015. 210 4$dİ2015 215 $a1 online resource (175 p.) 225 1 $aQuiStainable Business Solutions,$x2199-2975 ;$vVolume 4 300 $aDescription based upon print version of record. 311 $a3-8382-0737-8 311 $a3-8382-0697-5 327 $aProductivity (P)Investment Turns (IT); Food for thought; What keeps us from earning money?; There is a constraint!; Five steps toward continuous improvement; 1. Identify the constraint; 2. Decide how to optimize use of the constraint; 3. Everything else must be subordinate to thisone decision; 4. Elevate the constraint; 5. Start over if the constraint shifts; Food for thought; We are not producing enough!; Problem: Local optima; Dilemma: But we do need local optima!; Idle resources are a waste; Solution: Drum Buffer Rope; Drum; Buffer; Relay runner work ethic; Buffer management 327 $aThe dangers of successShifting the constraint; Relay runner work ethic; Buffer management; The dangers of success; Shifting the constraint; Food for thought; What about finances?; Dilemma: Throughput vs. Costs; The chain analogy; Managing the chain in the "cost world"; Managing the chain in the "throughput world"; The core conflict; Do costs really follow the additive rule?; Solution: The Throughput accounting system; How much profit do we make from our products?; Find the constraint; Determine the throughput created by the product; Determine usage of the constraint 327 $aCalculate the relationship between throughput andconstraint usageBusiness profit; Is the investment worth it?; Impact of Investment on Throughput; Increasing the constraint's capacity; Increasing the demand for X; Decreasing the costs of raw materials or purchased parts; Conclusions; Impact of Investment on Operating Expenses; Impact of Investment on Inventory and Investment Levels (I); Manufacturing yourself or purchasing?; What about inventory?; Food for thought; What lies behind the constraint?; The inherent simplicity of complex systems; An analogy: A visit to the doctor; Diagnosis 410 0$aQuiStainable business solutions ;$vVolume 4. 606 $aTheory of constraints (Management) 606 $aProject management 615 0$aTheory of constraints (Management) 615 0$aProject management. 676 $a658.5 700 $aTecht$b Uwe$01638369 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910824120303321 996 $aGoldratt and the theory of constraints$94052533 997 $aUNINA