TOC was born on the Product Shop-Floor and spread to Distribution and Retail and Multi-Project environments. More areas where TOC has spread into are: Healthcare and certain parts in the Public Sectors.
In order to open the mind to other areas, referring to similarities and also differences I like to highlight the characteristics of other types of organizations and what TOC might offer to them.
A list of organizational areas to be covered:
The objective is to generate an open mind to the ability of TOC to address huge variety of different situations and organizations and quickly find the focus.
- Banking and Insurance, where the core of the business is handling money, meaning money is both inventory and Throughput. What are the potential constraints? What could be a decisive-competitive-edge?
- Airlines and other transport oriented companies, where the location of the resource matters. Airlines especially have developed a whole set of paradigms, which are different than the paradigms TOC are used to, and certainly the TOC solution would be different.
- Army, Red-Cross and Fire Squad – organizations that are based on being ready for something (bad) to happen, and how they are managed in between the real need.
- Performing art organizations, like theater and also running TV networks.
Eli Schragenheim CEO of Elyakim Management Systems Ltd
Eli is an Associate Managing Director at Elyakim Management Systems
Ltd. (Israel) and an international expert in the Theory of Constraints (TOC)
and its links to other management philosophies. He has worked closely with
Dr. Eliyahu M. Goldratt, the primary catalyst in the creation of TOC, for
many years. He’s a co-author of the best-selling business novel "The Goal III:
Necessary But Not Sufficient”.
In 1985 Eli joined Creative-Output, a software company run by Dr. Eliyahu M.
Goldratt. The software was called OPT, a very sophisticated software for
scheduling the shop floor. The software had challenged some very common
paradigms and Dr. Goldratt realized that software is not the right tool to
challenge ideas that were taught in the universities and were well ingrained in
the minds of most managers. The Goal came up in 1984 and Dr. Goldratt looked
for another tool to help people realize the flawed paradigms. The OPT game came
out at 1985, to be followed by several "simulators” that were developed by Eli
Schragenheim to facilitate the introduction of new ideas. Then, Eli
Schragenheim was kindly requested to deliver the first workshop based on the
simulators. So, he became as educator, and then also a consultant.
In the last twenty-eight years Eli Schragenheim has taught, talked and
consulted in more than fifteen countries, including the US, Canada, India,
China and Japan. Eli lead many TOC development and education efforts.