Used by thousands of companies and taught in hundreds of business schools! This book, which introduces the Theory of Contraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money. You will learn the fundamentals of identifying and solving the problems created by constraints. From the moment you finish the book, you will be able to start successfully addressing chronic productivity and quality problems.

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Powerful yet simple techniques to solve project management's toughest problems. This book teaches companies to drastically cut project development times resulting in early completion within budget and without compromising quality or specifications.

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Learn more about the powerful techniques first presented in the best-selling business novel, The Goal. In this book, Dr. Goldratt, through examples in a variety of industries, shows how to apply TOC to sales and marketing, inventory control, and production distribution. In addition, techniques in conflict resolution are introduced on both a business and a personal level.

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After reading the newspapers and following the sharp oscillations of the stock market, it becomes apparent that hi-tech companies are of a different breed. Never before have the chances of making a fortune been so realistic and never before have large companies been so fragile. What is really going inside of these hi-tech companies? What types of pressures and challenges are they facing? And how do they cope? Computer software providers, especially those that speciallize in handling the data needs of organizations, are prime examples of these volatile companies. In the nineties we witnessed their growth from small business into multibillion dollar giants. No wonder investors were attracted. In 1998 it was easy for these companies to raise as much money as they wanted. But now, investment funds ave dried up. Why? And more importantly, is there a way to reverse the trend? This book gives the answers.

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Describing the missing link between executive strategy and project management, this book provides a detailed implementation plan for both strategic planning and a PMO that gives you measurable results in weeks, without false starts and missteps. Drawing on over 60 years of combined experience, Gerald Kendall and Steve Rollins outline a road map to unprecedented project management improvement. They delineate four processes that get a PMO off the ground much faster, driving bottom-line value almost immediately.

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Securing the Future uses the Theory of Constraints to provide solutions to today's management problems. This book documents the step-by-step approach to achieving a strategic vision of long-term competitive advantage, employment security, and customer satisfaction. Using a combination of parable, methodology, and case studies, this book presents an in-depth management road map to exponential improvement in any organization. If you are looking for concrete ideas on how to build the intellectual capital your organization will need in order to thrive in years to come, Securing the Future will show you the way.

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The graphics and accompanying text reveal the implications that stem from the shop floor to our standard of living.

The Race allows you to derive a superior system, Drum-Buffer-Rope, for generating logistical improvements. It also shows you how to focus these improvements so they are optimal and nor just local. The epilogue and appendix quizzes will give the thoughtful reader insight in how to initiate and extend a process of ongoing improvement into other areas-like marketing and financial control.

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This book:

• Reveals a new management tool for managerial accounting and shows an alternative path for other management practices.
• Enables managers to quickly see if their decisions increase profitability.
  Demonstrates some of cost accounting's flaws, and shows how these errors will lead to bad decision making.
• Compares the paradigm of TOC-based throughput accounting with more conventional cost accounting methodologies and in the process, demonstrates a new way to solve the complex problems of modern management.

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Manufacturing systems don't exist in a vacuum, isolated from the rest of the company, but they are often managed that way. A truly effective, highly competitive manufacturing company integrates its manufacturing, marketing, sales, purchasing, and financial functions into a well-coordinated whole. This book explains in detail how to coordinate all these functions to maximize sales revenue while controlling inventory and overhead costs. Ultimately, the effects of applying the new Simplified-Drum-Buffer-Rope (DBR II) introduced by the authors include dramatically faster manufacturing cycle times, shorter order-to-delivery lead times, higher on-time delivery reliability, and better customer satisfaction.

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Despite each plant's uniqueness, all manufacturing plants share many common attributes. This volume clearly explains the dynamics that create these shared characteristics, and provides powerful insight into into both the problems that plague different plant types as well as the appropriate solutions.

With clarity and insight, the authors identify the outdated assumptions (and resulting practices) that continue to hinder our competitive performance. Through pointed examples, they show managers how to apply powerful, common-sense principles to systematically redefine competitive performance today and drive continuous improvement for tomorrow.

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Volume II applies the Synchronous Management principles to complex manufacturing environments, identifies the most critical implementation issues, and illustrates the key concepts with several case studies.

The main thread that runs through Volume II is that manufacturing plants can be segmented into three general categories- referred to as V-plants, A-plants, and T-plants. The behavior of real-life plants can be understood in terms of combinations of these generic plant types. Recommended strategies for implementing Synchronous Managment concepts in each of these plant types is discussed.

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Demonstrates how the Theory of Constraints can resolve various "Management Dilemmas," with a focused approach to business analysis

• Explains TOC in an easy-to-read fashion, through short stories
• Provides an analysis with each chapter, to show how TOC principles can be most effectively applied
• Involves real-world problems and situations, faced by many organizations in various fields

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Everyone in business today has heard of the Theory of Constraints (TOC), developed by Eli Goldratt in his groundbreaking book The Goal. However, very few people know how to implement it. The Manufacturer's Guide to Implementing the Theory of Constraints answers all your questions and more.

This is the only complete step-by-step guide for implementing ToC in a manufacturing organization. It is both a guide and a workbook and includes the logistical, pricing, and measurement systems of ToC. There is a complete implementation checklist, sample policies, and procedures documents included to speed your implementation.

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Leading a sales organization is one of the most challenging tasks

in sales management. Viewed from a system approach this task

demands leadership of three overlapping business systems:

• Sales and selling to customers - in the most challenging form: management of sales and selling to key accounts,
• Sales and selling of products: across channels and accounts,
• Sales and selling management of the whole sales effort:

The sales system here consists of all processes, functions, people who have influence on how much the enterprise sells.

In the new era of global value networks this task has become even

more challenging. Our "classical" approach to manage sales

struggles to deliver what we need most: healthy sales growth.

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