Join us for a Webinar on January 14

The Pittsburgh Chapter of APICS and Goldratt Group invite you to join Lisa Scheinkopf, Goldratt Consulting Regional Director US and Canada, as she provides an informative description of this exclusive event.

In this webinar, you will learn why these managers and executives strongly recommend Eli Goldratt's Now & Into the Future workshop.

Curtiss Witt, Senior Product Manager with Boeing: "I didn't touch my Blackberry!"

Bev Cameron, VP Manufacturing with White Electronic Designs: "Quite honestly, this is about the first conference that I've been to that I can bring something back to implement immediately!"

Sam Cramer, CEO of Carbis Inc.: "Any functions that are dedicated to the growth of the company (should attend)... In our case, this means every manager, every person in a position of directing any activity, from marketing to sales to finance..."

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LIVE!

This presentation will also be given Live! January 13, 2011 Baltimore, MD 7:30 - 9:30 a.m.

Venue: Inn & Spa at the Colonnade Baltimore (a DoubleTree Hotel) 4 West University Parkway Baltimore, MD www.colonnadebaltimore.com

To register Please contact Stacy Luxton Email: stacy.luxton@goldrattgroup.com Phone: (623) 363-1960

Reaching the plateau of the U-curve, or:
When the 4 colors are not enough

(RRR)

The audit process is based on investigating "mysteries"; or as Eli Schragenheim had called them in his landmark presentation in Cambridge - surprises. A mystery is an effect in reality that contradicts a predicted effect of the S&T tree. In a recent audit of an MTO company (producing metal cables of the kind that is used for holding elevators), two mysteries were evident. But first a little background:

The company had already implemented, to the letter, the left part of the RRR tree and had quickly improved its DDP from around 50% (which is typical to its industry) to the satisfactory level of 98%. They proceeded by properly exploiting the resulting competitive edge of this extreme reliability, to the extent that the market is no longer the constraint. Actually they are winning so many orders that the "load control" pushed their promised due-dates to be later than the market lead time. Since it takes a long time to add capacity (about a year) they are now contemplating a mechanism that would enable them to safeguard their preferred clients (“When given delivery lead times are (much) longer than the industry standard lead time, not only may orders be lost, but clients may be lost." - RRR S&T step 4.13.2 - Capacity Elevation).

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