About this Presentation
TOC focuses an organization on its bottlenecks and proposes to buffer them from upstream problems so that they don't waste their capacity waiting for material to work on. Just this small part of the overall TOC reasoning is a very powerful way to show a company that practices lean only why they should inject some TOC into their approach. We present a 2011 case study of a factory in Mexico of one of the leanest and biggest automobile tier-one suppliers in the world in which for instance throughput was increased by 17% in 1 hour on the pilot production line and over 25% in 2 months for the 1000 person plant. Those results convinced the firm to integrate TOC into their X production system that was previously pure Toyota style lean.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Instructor(s)
Philip Marris
Philip Marris started his Theory Of Constraints (TOC) journey in 1986 when he started working with Eliyahu Goldratt. He founded Marris Consulting in 2003. The companies’ assignments are nearly always TOC based. He has implemented TOC over 270 times in over 25 different countries over the past 30 years. He has for instance assisted: Louis Vuitton, McDonalds, Siemens, GSK, Safran and Ariane rockets. Half of Marris Consulting’s assignments are Critical Chain implementations. He is the author of a bestselling TOC textbook in French. He is bilingual and bi-cultural French/English and lives in Paris, France. Marris Consulting has extensive aeronautical MRO experience: Embraer, Air France, ABS Jets, Dassault, French Air Force, SABCA.