Building Resilient Manufacturing Operations

• Includes high-impact case studies that detail real-world ToC applications and an inventory management system that makes sense
• Provides a step-by-step implementation plan for sustainable, reliable production systems that deliver products on time all the time
• Integrates ToC with Lean, Six Sigma, and proven project management principles for enterprise-wide impact
• Demonstrates measurable gains, such as cost savings, throughput increases, and market competitiveness, to equip manufacturers with a roadmap for sustained success
• Traces the evolution of ToC from scheduling tactics to a strategic management framework and provides some real-world applications of Drum-Buffer-Rope, Critical Chain, and constraint-based thinking
• WAV features downloads on how to set a battle rhythm using a buffer management tool, an order release policy, and an SAP replenishment guide—available from the Web Added Value Download Resource Center at www.jrosspub.com/wav

Mark Woeppel is an internationally recognized expert in the Theory of Constraints (ToC), with a distinguished career spanning over three decades in manufacturing, project management, and supply chain optimization. As the president and CEO of Pinnacle Strategies, a global management consultancy, he has driven transformative results for organizations ranging from Fortune 100 companies to small businesses across various industries, including graphic arts, automotive, oilfield equipment, and electronics. His innovative approaches, including the development of the Project Execution Maturity Model and Visual Project Management software, have delivered remarkable outcomes, such as a $700 million cost savings for BP during the Gulf spill cleanup and a 600% profit increase for Dixie Iron Works. Woeppel’s thought leadership is evident in his extensive publications, including influential books such as The Manufacturer’s Guide to Implementing the Theory of Constraints and Visual Project Management, as well as numerous whitepapers and articles on operational excellence. A sought-after speaker and educator, Woeppel has shared his expertise through lectures at prestigious institutions, including the Kellogg School of Management and the University of California, Los Angeles, where he taught courses on executive decision making and materials management. With a robust background in operations management, including roles as Vice President of Operations at Telsco Industries and Director of Operations overseeing multiple manufacturing sites, Woeppel has consistently delivered measurable improvements. Notable achievements include reducing Schlumberger’s inventories by $7 million and tripling sales volume at Wilsonart International’s specialty products division.

Chapter 1: How to Get Results Fast – Lessons Learned from a Disaster The Disaster The Mess Lesson One: Find the Constraint Lesson Two: Subordinate to the Constraint with Standard Work Lesson Three: Exploit the Constraint – Measure What Matters Lesson Four: Elevate the Constraint – Small Wins, Big Flow Lesson Five: Break Policy Constraints – Question the Status Quo Lesson Six: Sync the System – Fast Fixes, No Noise Part 1: Concepts and Foundations Chapter 2: Why Your Plant’s a Mess – The ToC Wake-Up Call Seeing Your Plant as a System Why Your Plant Faces These Challenges The Power of the Constraint A Path Forward with ToC’s Five Focusing Steps Looking Ahead: Turning Theory into Action Chapter 3: How ToC Tames the Chaos – Production Solutions That Work Section 1: The Tools That Fix Your Flow Section 2: How These Tools Tame Your Plant Section 3: How ToC Sets You Free Chapter 4: Start Here; Find the Constraint Step 1. Spot the Symptoms Step 2: Follow the Trail Step 3: Unmask the Real Constraint Pitfalls and the Payoff Chapter 5: Conserving Human Capital The Imperative of Strategic Flexibility Conflict in Efforts Towards Ongoing Improvement Preserving Human Capital Through Market Segmentation Changing the Perception of Value for Competitive Advantage Operational Strategies for Flexibility Strategic Flexibility Prepares You for the Future Chapter 6: Make Better Decisions with Empirical Data The Need for Data-Driven Decision Making How Can Throughput Accounting Help? The Decision Maker's Dilemma Throughput Accounting in Practice Summary Part 2: The Theory of Constraints Production System Chapter 7: Linking Behavior to Data-Driven Results The Problem: Production is Misaligned The Rationale: Behavior Drives Results The CCR Command Center: A Behavioral Framework Conflict Resolution: Keeping the Flow Linking Theory to Practice Summary Looking Ahead Chapter 8: Designing for Reliability, Resilience, and Profit Power Play: Where's Your Constraint? CCR Choice Rules: Crafting Your Advantage CCR vs. Control Point: Precision in Design Profit Math: Data Shapes Destiny Flow Fit Rules: Design Meets Reality The Best Place to Place Your Constraint The CCR is Your Strategic Foundation Chapter 9: Beyond Kanban Systems for Resilience Demand-Pull Keeps Your Line Flowing An Overview of the Demand-Pull System What Goes Wrong: The ERP Trap Setting Up Buffers: Your Flow Protector Putting Demand-Pull into Action Beyond Kanban: The Strategic Edge The Profit Math Closing: Your Replenishment Advantage Chapter 10: Designing a Resilient Production System Setting the Stage: Performance Goals and the Chaotic Reality ToCPS for All Manufacturers: Accessible and Adaptable The ToC Production System: A Closed-Loop Blueprint Building Resilience: Protective Mechanisms System Components: The Organizational Backbone Bringing It to Life: The Strategic Edge Chapter 11: Planning for Resilience: Demand and Capacity Planning’s Role in Resilience Overview of the ToCPS Planning Process Business Planning: Setting Strategic Goals Demand Planning: Forecasting Market Needs Capacity Planning: Reconciling Demand with Capabilities Bringing It to Life: A Resilient Plan Chapter 12: Delivering With Precision: Production Planning and Scheduling The Role of Production Scheduling in Delivery and Resilience Production Schedules: Setting the Pace with the CCR Schedule Accountabilities Loading the Resources Production Planning and Buffers: Optimizing Flow Production Schedules Prerequisites for DBR Scheduling: Building the Foundation Building the DBR Schedule: Step-by-Step The Profit Math Closing: Your Scheduling Advantage Chapter 13: Executing a Resilient Production System – Delivering on the Plan Execution Management: Turning Plans into Reality Battle Rhythm – Achieving the Schedule Managing Priorities: A Single, Transparent System Controlling Work in Process Monitoring Planned Load to Manage Capacity Promising Deliveries Managing Change The Profit Math Closing: Mastering Execution to Launch Implementation Part 3: Implementing the ToC Production System Chapter 14: The Approach: Preparing Your Mind and Team for Transformation Why Should You Change? Pursuing Perfection is a Waste: Focus on What Matters Start Small, Win Early: Build Momentum with Micro-Projects Managing is Not Chaotic: Standardize for Consistency Spark a Culture Ready for Change Your Team is Hungry for Innovative Leadership: Champion the Change The Journey Ahead: Your Springboard to Excellence From Vision to Action: The ToCPS Roadmap What’s Next: Your Transformation Journey Chapter 15: Aligning for Success Setting Up for Success Education/Knowledge Choose the CCR New Metrics Organizational Alignment Disregard Old Metrics Conclusion Chapter 16: Building Reliability: Designing Execution Processes Elements of Building Reliability Production Planning Moving on to Execution Processes Managing Execution Managing Execution Summary Chapter 17: Thriving Through Resilience Capacity Management Increasing CCR Productivity Improving Product Mix Summary Implementation Plan Closing Chapter 18: Sustaining the Shift Making the New Process a Habit Make the Process Difficult to Change In Closing Chapter 19: I Haven’t Told You Everything, But This Should Be Enough Your ToCPS Journey: From Strategy to Customer Value Continuing the Journey: A Process of Ongoing Improvement This Book is Your Practical Guide In Closing: Your ToCPS Legacy Appendix A: Work Breakdown Structure (WBS) for a ToCPS Implementation Plan Appendix B: Case Study – Brown Fintube’s Turnaround with Drum-Buffer-Rope Appendix C: Case Study – Spirit AeroSystems’ ToCPS Implementation Appendix D: Leveraging Lean and Six Sigma for More Success Appendix E: Theory of Constraints Production System SIPOC Diagrams Bibliography Index

“In his new book, Mark has skillfully organized realistic solutions for managing complex systems. He provides the best blending of ToC throughput technology with excellent Lean Management and important Six Sigma results in a way that integrates equipment, people, money, and the customer. This is a must-read and an essential item for your management library.” —James R. Holt, Emeritus Professor, Engineering and Technology Management Program, Washington State University “Building on decades of knowledge and experience—and firmly grounded in the Theory of Constraints—Woeppel brings it all together in this practical, logical, and detailed book. Aimed at senior managers, this step-by-step roadmap goes beyond theory to transform chaotic manufacturing operations into streamlined, high-performing, money-making enterprises.” —Andrew Kay, ToC Consultant, Owner and CEO, TOC3 Pty. Ltd. “Mark’s career has been serving others through creating breakthrough solutions to seemingly insurmountable challenges. His new book details several of these outcomes by laying out the process he follows to do so. I, too, have an almost 40-year adventure with Dr. Goldratt’s ideas and found this book to be insightful, helpful, encouraging, and (most importantly) practical.” —Christopher Wysong, CEO, Hemco Gage