http://goldrattschools.org/eli/ Dr. Eliyahu M. Goldratt 1947 – 2011 Eli Goldratt is an educator, author, scientist, philosopher, and business leader. But he is, first and foremost, a thinker who provokes others to think. Often characterized as unconventional, stimulating, and “a slayer of sacred cows,” Dr. Goldratt exhorts his audience to examine and reassess their business practices with a fresh, new vision. He obtained his Bachelor of Science degree from Tel Aviv University and his Masters of Science, and Doctorate of Philosophy from Bar-Ilan University. In addition to his pioneering work in Business Management and education, he holds patents in a number of areas ranging from medical devices to drip irrigation to temperature sensors. He is the author of “THE GOAL” , an underground best seller that utilizes a non-traditional approach to convey important business information–it is a business textbook written in novel form, disguised as a love story. The ideas illustrated in “THE GOAL” underscore Dr. Goldratt’s Theory of Constraints , an overall framework for helping businesses determine: What to change—what is the leverage point What to change to—what are the simple, practical solutions How to cause the change—overcoming the inherent resistance to change. In the subject of production, Dr. Goldratt also wrote “ PRODUCTION THE TOC WAY “, a self-learning kit for manufacturers interested in applying TOC techniques and spreading them within their companies. Dr. Goldratt wrote the sequel to “THE GOAL” , “IT’S NOT LUCK” . All aspects of the corporate structure are revealed in his unique way, as the Theory of Constraints peels away the common nonsense and reveals what lies hidden beneath our inertia. Eli Goldratt’s novel, “CRITICAL CHAIN” , reveals the reasons projects never finish on time or within budget or within specs, and develops an alternate TOC approach to managing projects. The action in Critical Chain takes place in a university setting and also deals with the problem facing academic institutions with large graduate business programs – MBA programs that are not producing what businesses need. In addition, he has written several other books; “THE RACE” , “WHAT IS THIS THING CALLED TOC?” , “THE HAYSTACK SYNDROME” . One of Goldratt‘s masterpiece is an eight session educational series: the GOLDRATT SATELLITE PROGRAM (now available on DVD and on CD-ROM as a Self-Learning Program). This series is a common sense approach to business that provides a global picture that illustrates how functions/departments fit together allowing managers to obtain a solid grasp of seeing the company as a whole. Through this series a common language and understanding is acquired which will enhance the quality of decision making, improve communication and stimulate new solutions, providing benefits for the entire company. Dr. Goldratt‘s book “ NECESSARY BUT NOT SUFFICIENT ” was published in the Fall of 2000. This novel reveals that although new technology may be necessary in order to make major improvements, this technology is not sufficient to achieve results. Eli Goldratt’s TOC INSIGHTS , developed with Avraham (Rami) Goldratt, cover all the aspects of logistics (Operations; Finance and Measurements; Project Management and Engineering; Distribution and Supply-Chain). This material not only outlines the details of all the logistical applications of the Theory Of Constraints, but is as digestible as “THE GOAL” ; gives the entire common sense logic and is short; is enticing to novices, still an eye opener to experts; and was created as self-learning material also ideal for teaching groups. In the Fall of 2008, Dr. Goldratt published his latest book, “THE CHOICE” , where once again he presents his thought-provoking approach, this time through a conversation with his daughter Efrat, as he explains to her hsi fundamental system of beliefs. In the year 2000, Dr. Goldratt established Goldratt’s Marketing Group to make TOC knowledge available to different market needs. Since then GMG has produced and distributed TOC learning resources for individuals, such as books, videos and CDs, self learning programs, simulators, and the latest GOLDRATT WEBCAST SERIES all availble thorugh www.TOC-Goldratt.com and www.TOC.tv . In 2002 Dr. Eli Goldratt founded the Goldratt Group by also establishing Goldratt Consulting and Goldratt Schools , with the purpose of Making TOC the main way of managing organizations. The Goldratt Group aims to place any system, large or small, for profit and not for profit, on a process of ongoing improvement. Goldratt Consulting is dedicated to spreading the use of the Theory of Constraints in organizations. Goldratt Consulting is currently running large scale projects called “Viable Vision” in companies across the world, while Goldratt Schools role is the transfer of knowledge, providing training to organizations seeking to expand their knowledge in the Theory of Constraints and its applications. Also the founder of TOC for Education , a non-profit organization dedicated to bringing TOC ideals to teachers, Dr. Goldratt spends his time writing, lecturing and consulting as well as traveling, thinking and being as provocative as ever.
Goldratt相关网站： http://goldrattschools.org/ https://www.toc-goldratt.com Eliyahu M. Goldratt (1947-2011) Founder, Author, Mentor, Friend It is with great sadness that we inform you that Dr. Eliyahu M. Goldratt (1947-2011) passed away on June 11, 2011. He founded the Avraham Y. Goldratt Institute (AGI), named for his father, in 1986 as he worked to further expand the TOC base of knowledge and its applications. Eli retired from actively running AGI in 1997. For all of his contributions, we are very thankful. Sixty-four years ago a giant was born. Dr. Eliyahu M. Goldratt spent his entire adult life fighting to show that it is possible to make this world a better place. We must have the honesty to see reality as it is, we must have the courage to challenge assumptions, and above all, we must use the gift of thinking. Having applied these principles to various management fields, he created the Theory of Constraints. His concepts and teachings have expanded beyond management and are being used in healthcare, education, counseling, government, agriculture and personal growth - to name a few fields using TOC. His legacy is invaluable. On June 11th, 2011 at noon, Eli Goldratt passed away at his home in Israel in company of his family and close friends. "I smile and start to count on my fingers: One, people are good. Two, every conflict can be removed. Three, every situation, no matter how complex it initially looks, is exceedingly simple. Four, every situation can be substantially improved; even the sky is not the limit. Five, every person can reach a full life. Six, there is always a win-win solution. Shall I continue to count?" 约束理论创始人E•Goldratt于2011年6月11日中午去世 e-works 2011年6月11日中午，以色列物理学家、企业管理顾问、约束理论的创始人Eliyahu M. Goldratt在以色列家里去世，他的家人及亲密的朋友陪他走完了最后一程，享年64岁。 Eliyahu M. Goldratt博士用尽他的整个成年生活来证明，这个世界有可能变得更加美好。我们必须诚实的看待现实，敢于挑战假设，尤其是，我们要思考。他将这些理念应用到不同的管理领域，创造了约束理论。他的理念和教义，已超出管理领域，应用于医疗，教育，咨询，政府，农业以及个人成长领域，这些被称之为约束理论。他的遗产是无价的。 在最后的日子里，面对即将到来的纽约约束理论认证组织会议，力量和热情支撑着他将最新的理解和突破性的进展分享、传授给一群致力于将这些知识转化为约束理论的人。 约束理论（Theory of Constraints, TOC）是(Dr．Eliyahu M．Goldratt在他开创的优化生产技术(Optimized Production Technology，OPT)基础上发展起来的管理哲理，该理论提出了在制造业经营生产活动中定义和消除制约因素的一些规范化方法，以支持连续改进(Continuous Improvement)。同时TOC也是对MRPⅡ和JIT在观念和方法上的发展。Goldratt创立约束理论的目的是想找出各种条件下生产的内在规律，寻求一种分析经营生产问题的科学逻辑思维方式和解决问题的有效方法。可用一句话来表达TOC，即找出妨碍实现系统目标的约束条件，并对它进行消除的系统改善方法。Goldratt博士最后的希望是将约束理论上升到一个新的层次——真正的站在巨人的肩膀上。 “我微笑着掰着手指：一、人们是好的。二、每一次冲突可以解除。三、每一种境遇，无论最初看起来是多么复杂，实则非常的简单。四、每一个处境都可以大大改善；即使是天空也没有限制。五、每个人都有一个完整的生命。六、总是有一个双赢的解决方案。我还需要继续吗?”——Dr. Eliyahu M. Goldratt 缅怀网站： http://messages.eligoldratt.com/ Share how your life was influenced by his work and the Theory of Constraints
1. 基本假设 Theory of Constraints (TOC)是由Eliyahu.M.Goldratt在1984年写的书The Goal中提出来的。它的基本假设组织从产量、运营成本、库存三个维度来被衡量和控制的。理论在优化生产技术(Optimized Production Technology，OPT)基础上发展起来的管理哲理，提出了在制造业经营生产活动中定义和消除制约因素的一些规范化方法，以支持连续改进(Continuous Improvement)。同时TOC也是对MRPII和JIT在观念和方法上的发展。一切妨碍企业实现整体目标的因素都是约束。 The underlying premise of Theory of Constraints is that organizations can be measured and controlled by variations on three measures: throughput, operating expense, and inventory. Throughput is money (or goal units) generated through sales. Inventory is money the system invests in order to sell its goods and services. Operating expense is all the money the system spends in order to turn inventory into throughput . //这里所说的产出是指企业在某时间通过销售带来的货币价值；库存则是系统为了能销售产品和服务的投资；运营成本是系统为了把投资转化为产量的花费。 1.The goal (i.e., to make money) may be achieve in short-term but it can be counter-productive in long-term. A simple example is: generate money by selling plant or equipment. But, this would be detrimental in long run. Therefore, the emphasis should be on the goal of making money now as well as in the future. // 兼顾短期的和长期的利益 2. To achieve The Goal, i.e., the make more and more money, one must try to: (a) increase throughput//增加产量 (b) minimize operating expenses //削减运营成本 (c) minimize inventory//最小化库存 2. 关键步骤 1.Identify the constraint (the resource or policy that prevents the organization from obtaining more of the goal) //识别约束(阻止组织获得目标的资源和政策) 2.Decide how to exploit the constraint (make sure the constraint's time is not wasted doing things that it should not do) //如何使用约束(确定约束时间消耗在不该消耗时间的地方) 3.Subordinate all other processes to above decision (align the whole system or organization to support the decision made above) //在高层决策下细分所有流程(对整个支持高层决策的系统和组织进行排序) 4.Elevate the constraint (if required or possible, permanently increase capacity of the constraint; buy more) //更新升级约束(如果可能，不断增加约束能力) 5.If, as a result of these steps, the constraint has moved, return to Step 1. Don't let inertia become the constraint.//经过这几步骤，约束消减，继续这个步骤循环。 定义与处理约束下的思维过程(Thinking Processes)，包括三个部分： 因果关系法 (Effect Cause Effect Method) ，找出要改变什么(what to change？)设定一些尽可能少的假设，通过分析和考验，逐一排斥，找出造成约束的根本原因(root cause)，从而找出解决要害问题的有效方法。 驱散迷雾法 (Evaporation Cloud Method) ，处理改变的方向(what to change to?)问题，发展了JIT对消除无效劳动和浪费的刨根问底(fine WHYS)思想，并提出了一些指导性的规则。 苏格拉底法 (Socratic Method) ，老师提问，不给答案，在找出核心问题之后，发动群众对如何解决核心问题献计献策，使献计的人感到问题是由于他提出了办法得以解决，因而产生一种参与感，更主动地投入改革活动。这方法发展了JIT的全员参与(people involvement 、empowerment)的思想。 思维流程有以下主要的技术工具： 现实树（ Reality Tree ） 现实树工具用来帮助人们认清企业现实存在的状况。 现实树是因果图，分为当前现实树（Current Reality Tree, CRT）和未来现实树 （Future Reality Tree, FRT）。现实树的建立要严格遵循若干条逻辑规则，从树根开始，向树干和树枝发展，一直到树叶。树根是根本性的原因，树干和树枝是中间结果，树叶是最终结果。对于当前现实树来讲，树叶是一些人们不满意的现象，树根是造成这些现象的根本原因或核心问题所在。而在未来现实树当中，它的树根是解决核心问题的方案，树叶是最终人们想看到的结果。 当前现实树（ Current Reality Tree, CRT ） 描绘当前现实树（Current Reality Tree, CRT）时，即要回答改进什么时，我们往往是从可以得到的例证开始着手，即系统中明显地存在着的那些不尽人意的地方，如发货拖延、库存超标等，总称为不良效果（Undesirable Effects，简称UDE）。值得注意的是，UDE并不是真正的问题所在，它们只是一些表面现象。通过绘出将这些不良效果联系在一起的逻辑关系图，可以大大有助于找到真正的问题症结所在，它们就显示在这个逻辑图的最低部。 消雾法（ Evaporating Cloud ， EC ） 消雾法用来以双赢（Win-Win）的方式解决企业中的冲突。此法的得名是由于企业中的冲突像一团团的云雾一样，人们往往不能很清楚地说出究竟是哪些原因造成了这些冲突。消雾法就是要驱散那些弥漫在冲突周围的混淆和含糊，找到解决问题的突破点，也就是去伪存真，去粗存精，由外及内，由表及里，称之为注入。 未来现实树（ Future Reality Tree, FRT ） 用消雾法看清问题和冲突，找到注入。但这还不是一个充分完整的方案。要回答改成什么样子，需要利用未来现实树。在CRT图上，把一个个注入插入到它要进行突破的环节。然后，重绘逻辑连接，在CRT的基础上生成FRT。这时，我们就要看不良效果是否转变为满意效果(Desirable Effects, DE)。 负效应枝条（ Negative Effect Branches ） 当做完CRT、EC、FRT的一系列工作以后，就要找一些与改进后果相关程度最大的人来参与，以保证改进的成功实施。思维流程法是一项需要高度开放、广泛参与的活动。如果不和这些利益相关者进行全面和充分的沟通的话，就很难消除这部分员工的抵制改革的情绪。思维流程法认为，正是这些受改进影响最大的人，才对那些意料之外的负面效应（即负效应枝条）了解得最清楚。所以，思维流程法要求主动寻求这些人的参与，并与他们一道找出避免这些负效应枝条长出的办法，以避免实施的失败。此过程可以形象地描述为剪去负效应枝条（Trimming the Negative Branches）。 必备树（ Prerequisite Tree ） 要注意，问题怎样使改进真正得以实现？不同于问题怎样对事物进行改变？。前者是在改进前后的状态都已知晓的情况下，也就是当前现实树和未来现实树都已经描绘出来的情况下，重点强调如何导致这一改进的实际发生。鉴于人们对自己参与设计的改进方案一般抵触较少，所以回答问题怎样使改进真正得以实现？的关键就是，让那些将与这些转变直接相关的人来制定实施转变所需的行动方案。这个工作是思维流程法中最有力的一环，也是TOC与其他那些追求持续改进的思维流程方法相比最显着的一个特色。用来显示克服障碍路径的逻辑图就称为必备树。 转变树（ Transition Tree ） TOC思想的应用成功需要集思广益，找到配合实施最初注入的其他注入。把所有这些实现成功实施所需的活动集中在一起，并给出它们之间的关系，弄清楚活动的先后顺序应该怎样，也就是转变树。 3. 缓冲管理 (Buffer Management) 鼓-缓冲-绳法(Drum-Buffer-Rope Approach，DBR法)，TOC把主生产计划(MPS)比喻成鼓Drum，根据生产的瓶颈资源和能力约束资源(Capacity Constraint Resources，CCR)的可用能力来确定企业的最大物流量，作为约束全局的鼓点，鼓点相当于指挥生产的节拍(Cycle time)。在所有瓶颈和总装工序前要保留物料储备缓冲，以保证充分利用瓶颈资源，实现最大的有效产出。必须按照瓶颈工序的物流量来控制瓶颈工序前道工序的物料投放量，头道工序和其它需要控制的工作中心如同用一根传递信息的绳子牵住的整条产线，按同一节拍，控制在制品流量，以保持在均衡的物料流动条件下进行生产。 瓶颈工序前的非制约工序可以用倒排计划，瓶颈工序用顺排计划，后续工序按瓶颈工序的节拍组织生产。 4. 软件和应用 TOC软件主要是建立制造流程的仿真模型、采用各种算法找出流程上的约束环节，制订最优的生产计划。目前，最流行的TOC软件有OPT2l和OPT5000，其中，OPT21主要是针对大中型企业的，而OPT5000则是面向小型企业的。 (1)TOC软件的应用适合于一些零件种数较少、批量大的产品，而在单件生产车间中发挥的效果不佳。 (2)作好数据的收集工作。 (3)员工培训。 (4)制订新的考核计划。 Critical Chain Project Management (CCPM) is utilized in this area. CCPM is based on the idea that all projects look like A-plants: all activities converge to a final deliverable. As such, to protect the project, there must be internal buffers to protect synchronization points and a final project buffer to protect the overall project. //CCPM基于类似A类企业(所有活动最后聚集到一起为可交付对象)，内部缓冲保护并行的活动，项目缓冲则保护整个项目。
标签: TOC
