,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,The Goal,Eliyahu M.Goldratt,A Process of Ongoing Improvement,Jeff Cox,1,AbouttheTheory of Constraints,EliGoldrattsTheoryofConstraintsisbeingusedbythousandsofcorporations,andistaught in over200 colleges,universitiesand business schools.,Hisbookshavesold over3million copiesandhavebeen translatedinto23languages.,2,TheTheory of Constraints,TheTheory of Constraints(TOC)is an overallphilosophydevelopedbyDr.EliyahuM.Goldratt,usuallyappliedtorunning andimprovinganorganization.,TOC consistsof ProblemSolving andManagement/Decision-Making Tools called the Thinking Processes(TP).,TOC isapplied tologically and systematically answerthesethreequestions essential to any process of ongoing improvement:,改进什么？,What to change?,改成什么样子,？,？,What to change to?,如何使改进得,以,以实现？,How tocausethe change?,3,The Theory of Constraints,More specific usesof the Thinking Processes canbe used tosignificantly enhance vital management skills,such as:,win-win conflict resolution,effective communication,team building skills,delegation,empowerment,4,The Theory of Constraints,Famousfor spectacular results,theuse ofTOC has resultedin Proven Solutions created byapplying the Thinking Processes(TP)in specific functionalareassuchas Sales,Marketing,Logistics,Finance,Accounting,Engineering and Project Management.,Many of these solutionsare discussed in detailin thebooks:,The Goal,The Race,ItsNot Luck,and,Critical Chain,.,5,The Theory of Constraints,TOC recognizes that theoutputof any system that consists of multiple steps where the output ofone step dependson theoutput of one ormore previous steps willbe limited(or constrained)by theleastproductive steps.,In other words,asparaphrasedin,The Goal,thestrength ofany chain isdependant upon its weakest link.,6,The Theory of Constraints,Wheremanufacturing is concerned,TOC postulatesthatthe goal isto make(more)money.Itdescribes three avenuesto this goal:,Increase Throughput,ReduceInventory,ReduceOperating Expense,As Dr.Goldratt notes,the opportunities to makemoremoneythrough reductionsin inventory andoperating expenseare limitedby zero.,The opportunitiesto make moremoneyby increasing Throughput,onthe other hand,are unlimited.,7,The Theory of Constraints,Wheremanufacturing is concerned,TOC postulatesthatthe goal isto make(more)money.Itdescribes three avenuesto this goal:,Increase Throughput,ReduceInventory,ReduceOperating Expense,As Dr.Goldratt notes,the opportunities to makemoremoneythrough reductionsin inventory andoperating expenseare limitedby zero.,The opportunitiesto make moremoneyby increasing Throughput,onthe other hand,are unlimited.,8,瓶颈管理的学,习,习框架,9,什么是瓶颈管,理,理？,TOC,是一套管理理,念,念与管理工具,的,的集合，它把,企,企业在实现其,目,目标过程中现,存,存的或潜伏的,制,制约因素称为,“,“瓶颈”或“,约,约束”，通过,逐,逐个识别和消,除,除这些“瓶颈,”,”，使得企业,的,的改进方向与,改,改进策略明确,化,化，从而达到,帮,帮助企业更有,效,效地实现其目,标,标的目的。,10,什么是瓶颈管,理,理？,TOC,概念的五个层,次,次,理论核心层,企业的目标、,衡,衡量标准、瓶,颈,颈概念和管理,原,原则等。,管理技术层,早期发展的应,用,用于生产制造,环,环境的,DBR。,可以广泛地应,用,用于组织、企,业,业甚至个人以,有,有效地识别并,消,消除实现目标,过,过程中的瓶颈,的,的一套思维流,程,程（,Thinking Process，TP）,What to change？,What to change to?,How tocausethe change?,基础工具层,TOC,注重日常管理,的,的顺利开展，,视,视其为成功消,除,除瓶颈的必备,条,条件和基础工,作,作，与其他管,理,理思想如有效,沟,沟通、双赢地,解,解决冲突、团,队,队协作和持续,改,改进等相互支,持,持，融会贯通,。,。,11,什么是瓶颈管,理,理？,TOC,概念的五个层,次,次,应用实践层,TOC,在企业的广泛,应,应用总结出各,自,自应用领域的,具,具有创新性的,实,实证方案。,应用领域涉及,企,企业的战略定,位,位、生产、分,销,销和项目管理,等,等。,支撑环境层,以,TOC,为管理思想内,涵,涵的管理软件,已,已经在西方国,家,家得到较广泛,的,的应用。,软硬件、业务,数,数据及企业管,理,理人员的经验,相,相结合，成为,TOC,管理思想得以,落,落实的支撑环,境,境。,12,什么是瓶颈管,理,理？,13,什么是瓶颈管,理,理？,发展历程及,现,现状,OPT,由,Dr.Goldratt,和其他三个,以,以色列籍合,作,作者创立于1970,s,并于1979年下半年,带,带到美国，,成,成立了,Creative Output,公司以研究,如,如何通过计,算,算机的算法,实,实现,OPT,的管理思想,。,。,接下来的7,年,年中，,OPT,管理理念和,规,规则日益成,熟,熟，有关软,件,件得到发展,。,。,Creative Output,公司几经起,伏,伏后关闭。,OPT,软件所有权,转,转让给,SchedulingTechnology Group,的英国公司,。,。,1986年,后,后半年，,Drs.Goldratt and RobertE.Fox,共同除了,Goldratt Research Institute。OPT,的理念经10年的发展,逐,逐步演进为,众,众所周知的,TOC。,14,什么是瓶颈,管,管理？,发展历程,1984年,The Goal,一书最早介,绍,绍了,TOC,在制造业环,境,境下的应用,。,。,1980,s,后期，,TOC,发展出以“,产,产销率、库,存,存和运作费,用,用”为基础,的,的衡量标准,，,，逐渐形成,为,为一种面向,产,产销率而不,是,是传统的面,向,向减少成本,的,的管理理论,和,和工具，并,最,最终覆盖到,企,企业管理的,其,其他职能方,面,面。,1991年,，,，,TOC,的可操作性,进,进一步增强,，,，发展出用,来,来按照逻辑,顺,顺序、系统,化,化解决问题,的,的思维过程,TP。TOC,既是面向产,销,销率的管理,理,理念又是一,系,系列管理技,术,术的集合。,15,什么是瓶颈,管,管理？,16,什么是瓶颈,管,管理？,西方对,TOC,的重视,APICS(AmericanProduct and Inventory ControlSociety),对,TOC,的有效性和,重,重要性给予,了,了充分肯定,，,，于1995年成立专,门,门的研究小,组,组,CMSIG(ContraintManagement SpecialInterest Group),，,，,以举行国际,性,性年会和出,版,版刊物的形,式,式进行,TOC,思想及实践,经,经验的交流,。,。,TOC,在不同行业,的,的成功应用,案,案例的涌现,。,。,TOC,研究的市场,竞,竞争开始出,现,现。,相应软件产,品,品的开发与,应,应用。,17,什么是瓶颈,管,管理？,与其它概念,的,的比较,18,瓶颈管理的,核,核心理念是,什,什么？,企业的最终,目,目标是什么,？,？,在现在、也,在,在将来,赚取更多的,利,利润！,19,瓶颈管理的,核,核心理念是,什,什么？,衡量企业能,否,否赚钱的三,个,个常用指标?,净利润(,Net Profit,NP),企业赚取利,润,润的绝对量,。,。,投资收益率(,Return onInvestment,ROI),一定时期的,收,收益与投资,的,的比。,现金流量(,CashFlow,CF),短期内收入,与,与支出的现,金,金。,20,瓶颈管理的,核,核心理念是,什,什么？,衡量企业能,否,否赚钱的三,个,个常用指标,的,的弊端,决策预期效,果,果的滞后性,决策的效果,只,只有在年末,或,或季度末的,财,财务数据中,才,才能显现出,来,来。,局部标准与,全,全局优化的,不,不一致性,旨在提高净,利,利润或投资,收,收益率的局,部,部做法通常,与,与全局优化,的,的目标脱节,。,。,直接指导生,产,产的不