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 The theory of constraints (TOC) is a management paradigm that views any manageable system as limited in achieving more of its goals by minimal constraints. There is always at least one constraint, and TOC uses a focusing process to identify and restructure the rest of the organization around the constraint. TOC tools for helping to achieve the goal include The Five Focusing Steps: a methodology for identifying and eliminating constraints. The Thinking Processes: means for analyzing and resolving problems. Throughput accounting: a method for measuring performance and guiding management decisions. 

This online diploma course provides a detailed holistic approach as a means of ensuring a process of ongoing improvement. The Thinking Processes are used to answer the following three questions essential to TOC: What needs to be changed? What should it be changed to? What actions will cause the change? Use the Drum-Buffer-Rope Planning System: Then TOC integrates with Lean to Identity, Exploit, Subordinate, Elevate, and Repeat CI or go back to step one and start the process again to resolve the constraints and eliminate waste. Understand the four basic types of logical product flows in the materials transformation process (V.A.T.I.).

Furthermore, using the critical chain method in distribution, integrating TOC with many lean tools, Takt Time the customer sets the pace. One of the most powerful aspects of the Theory of Constraints is its laser-like focus on improving the constraint. While Lean Manufacturing can be focused and implemented as a broad-spectrum tool to reduce or eliminate waste. Explore The Gemba walk, Value Steam Map, 6S, Visual factory / Andon, Standardize work, the fishbone diagram, Kaizen, Kanban, and the Techniques of Control for business activities: PERT, CPM, MIS, ROI, and Break-Even Analysis. TPM, SMED, Jidoka, Lean Six Sigma, Bottleneck Analysis Tools, and Strategies, with Root Cause Analysis to find the deep root of the problem.

Overview:

• Understand: The Theory of Constraints.
• Understand: The Five Focusing Steps.
• Understand: The Theory of Constraints Problem-Solving.
• Understand: The V.A.T.I. Analysis.
• Understand: The Drum-Buffer-Rope Planning - Buffer Management.
• Understand: The Throughput Accounting vs. Traditional Accounting Practices.
• Understand: The TOC Integration with Lean -Takt Time / Rhythm.
• Understand: The Critical Chain Methodology - Determines Project Duration.
• Understand: Applying Lean Tools To “Identify, Exploit, Subordinate, Elevate, Repeat (CI).
• Understand: The Gemba walk.
• Understand: The Value Steam Map.
• Understand: 5S = 6S.
• Understand: The Visual factory / Andon. 
• Understand: Standardized work.
• Understand: Fishbone Diagram.
• Understand: Kaizen and Kanban.
• Understand: Techniques of Control.
• Understand: PERT, CPM, MIS, ROI, and Break-Even Analysis.
• Understand: TPM, SMED, Jidoka, and Lean Six Sigma.
• Understand: Bottleneck Analysis, Tools, and Strategies. 
• Understand: Root Cause Analysis.
• Understand: The Continuous Improvement Model.
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Agenda: 

Hour One:

Module I: Theory of Constraints Defined

Module II: Philosophy and Basic Principles

Module III: Problem-Solving Tools - Five Focusing Steps

Logical Product Flows in The Materials Transformation Process (V.A.T.I.).

Hour Two: 

Module IV: VATI Analysis – Problem / Solution 

Module V:  Drum-Buffer-Rope Planning - Problem / Solution

Module VI: Drum-Buffer-Rope Planning - Buffer Management

Module VII: Throughput Accounting vs. Traditional Accounting Practices

Critical Chain Methodology - Determines Project Duration

Hour Three:

Module VIII: TOC Integration with Lean - Takt Time Rhythm

Module IX: Applying Lean Tools To “Identify, Exploit, the Constraint”

1. GEMBA Walk
2. Value Stream Map Methodology with Example
3. 6S Methodology, Standardized Work, Visual Factory / Andon
4. Kaizen Blitz Methodology - 5-Day Example – Before / During / After

Module X: Applying Lean Tools To “Identify, Exploit, Subordinate, Elevate, Repeat (CI), the Constraint”

1. Kanban Methodology: The Simplest Agile Framework
2. Fishbone Diagram Example
3. Techniques of Control – PERT, CPM, MIS - Establish Control of Business Activities 
4. How To Conduct a Bottleneck Analysis -Tools and Strategies
5. Fishbone Diagram and Example
6. Total Productive Maintenance (TPM), Single-Minute Exchange of Die (SMED), Jidoka

Hour Four:

Module XI: Final Thoughts -- Continuous Improvement Model -- Course Assessment