TOC SLP/GSP content

What is the problem?

• What is the job of finance?
• Example of disaster in make/buy
• Example continued for investment in equipment
• Judgment of the system as a whole
• Judgment on investment in equipment
• Judgment on make/buy/alternatives
• Judgment on profit centers
• Judgment on product/service profit using the P&Q Example
• Defining T, I, OE
• Defining Net Profit and Return on Investment
• The Chain Analogy & Cost World vs. Throughput World
• The Cloud of Managers<

What is the solution (what to change to)?

• The Five Focusing Steps: Step 1 Identify the Constraint:
• Step 2: Decide how to Exploit the constraint
• Step 3: Subordinate
• Step 4: Elevate
• Step 5: Go back
• Using the Five Steps to judge the product/service profit
• The Ball is now in Marketing
• Now how to judge investment in equipment
• Judging make/buy alternatives
• Judgment of the system as a whole
• Judgment of profit centers

Summary

Q&A

TOC Insights Content

What to change (what is the problem)?

Part 1: Finance as the Score-Keeper

Part 2: The two plausible causes for the current dissatisfaction

Part 3: Artificial inventory profits

Part 4: Cost accounting public enemy #1 of productivity

Part 5 & 6: "Product cost" calculation so much work for nothing

Part 7: Throughput, investment and operating expenses

Part 8: Cost World vs. Throughput World

What to change to (what is the solution)?

Part 9 & 10: The Five Steps process

Part 11: The recommended way to judge product/service viability

Part 12: The recommended way to judge investment in equipment

Part 13: The recommended way to judge make/buy alternatives

Part 14: Inventory: An asset? Or liability? The simple solution.

How to cause the change?

Summary

Q&A

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