Building Lean Supply Chains with the Theory of Constraints

Building Lean Supply Chains is the best explanation of the gaps between what GAAP accounting reports and how cost is actually incurred in the manufacturing environment. The introduction of Throughput Accounting in Chapter 3 is a must read for all Financial Planners and manufacturing planners who want to maximize profit and make correct business decisions. It provides clear examples of how this mis-understanding of cost data can lead an organization to not make the optimum business decissions. We at Calsonic Kansei have already purchased 50 copies and have made it a must read for all Managment.

Dr. Srini was a professor of mine at the University of Tennesses MBA program. He introduced me to TOC and the writings of Eli Goldratt. In addition to applying TOC to supply chain management, this book also looks at TOC accounting, the Thinking Process and Critical Chain project management.

LEAN SUPPLY CHAIN is an excellent textbook for any MBA who wants to understand the best solution to supply chain problems. Srinivasan provides and elegant blend of history, case study, games, lists and illustrations representing over 100 years of struggle to improve supply chains. Each chapter provide meaty understanding the builds logically to finally achieving rapid, reliable flow: THE LEAN SUPPLY CHAIN SOLUTION. Srinivasan shows how challenging previous methods has broken the blockage to improvement and sets the stage for ever improving cooperation between supply chain links. One could even call this book GREEN SUPPLY CHAIN. It describes how the pull system can satisfy all real needs without over production and without excess inventory at the same time. Great work!

I was very fortunate 30 years ago while working for the Sunbeam Appliance Company as Director of Quality and Productivity, to be handed a copy of Eli Goldratt's original manuscript of the book " The Goal" for proof reading for grammar, spelling and understanding of the message. Little did I know the success and positive impact that this book would have on American Industries, let alone my own career. The next major impact on breakthrough thinking in Manufacturing, beyond the days of TQM, JIT and Quality Circles, came my way just 6 years ago when I enrolled in and subsequently facilitated more than 12 waves of a 5-day "Lean Exec" course at the University of Tennessee Center for Executive Education in Knoxville, with each wave consisting of 25 Senior Leaders from the organization in which I am currently employed. Dr. Mandyam Srinivasan was the primary instructor for each of the 12 Waves. It has been 2 years since we completed that program, when I decided to read Dr. Srinivasan's latest book, "Building Lean Supply Chains with the Theory of Constraints". After reading it, I quickly realized that many of the topics covered in this book were covered in the 5-day "Lean Exec" course, which linked the concepts of Lean to Goldratt's book, "The Goal," and the Theory of Constraints.If The Goal was the fictional story on how to increase Throughput and reduce Inventory, then this book is the "Instruction Manual" on how to do it. And while the book title's reference to Supply Chain may lead someone to think it is a book applicable only to Materials Managers and Purchasing Managers this is far from the actual situation. On the contrary, this book is for every business leader who is charged with the responsibility of transforming and growing their business, but has fallen short due to some unanticipated constraints. You no longer have the luxury of adding resources to meet end-of-month and end-of-quarter expectations. My belief on this book's value comes from my personal hands-on experience living in this world as an Industrial Engineer, Manufacturing Engineer, Quality Engineer, Manager and Director of those functions, and as Plant Manager and VP of Operations for 4 different Fortune 500 Companies. I can guarantee that many of you who are reading this review have never heard of: The DuPont Model, The Viable Vision, Drum Buffer Rope, Little's Law, The Bull Whip Effect (The Beer Game), The Dice Game (Push vs Pull and The Cumulative Effect of Intermittent Delays), Business Eco Systems, Raw As Possible, Takt Time-Cycle Time Charts, Heijunka, Total Cost of Ownership Model, and so on.My recommendation is that you buy the book and take a week to read each chapter. Take the time to think through the math included in the case studies and the simulations. Share the book with your colleagues and have discussions about the content. Then promise me you will do something within your business unit with the knowledge you gain when you complete the reading which will enable you to undertake a huge step towards bringing manufacturing back to America.John A. ClaypooleSenior OpEx Leader, ( Global Manufactruing Company)

If we divide the number and importance of concepts, ideas, and methods discussed in this book by the operations research knowledge it requires, then this book stays first among all supply chain books. Therefore if your MBA students are not very strong in quantitative work, this is the book you need to adopt - you never regret it. If your are more on operations research side, you may add some LP/IP models from one of the other leading books. In any case all students in SCM, and operations management need to fully understand the 16 principles discussed in this book, and understand their points of departure and their depth and scope. When the book criticizes down-sizing and cost world perspective, it reminds me of the Tagore's quote "Emancipation from the bondage of the soil is no freedom for the tree." We will then have a journey from cost world to throughput world. Srini explains where lean and 6 sigma needs to focus and how we can make them work.From a systems perspective we will see that a proposal/project is valuable only if it leads to an increase in throughput or reduction in operational expenses or inventories. Otherwise, the proposal/project is not worth implementation. Without this book, the lean and 6-sigma experts resemble Hindus and the elephantPer Rumi's storySome Hindus have an elephant to show. No one here has ever seen an elephant. They bring it at night to a dark room. One by one, we go in the dark and come out saying how we experience the animal. One of us happens to touch the trunk. A water-pipe kind of creature. Another, the ear. A very strong, always moving back and forth, fan-animal. Another, the leg. I find it still, like a column on a temple. Another touches the curved back. A leathery throne. Another the cleverest, feels the tusk. A rounded sword made of porcelain. He is proud of his description.Had there been a candle in each one's hand, the difference would have gone out of their words.The eye of outward sense is as the palm of a hand. The whole of the object is not grasped in the palm.The sea itself is one thing, the foam another. Neglect the foam, and regard the sea with your eyes.Waves of foam rise from the sea night and day. You look at the foam ripples and not the mighty sea."This is a book all OM/OR people need to read.

Revisen el INDICE con sus respectivos capítulos que vienen en la muestra INSIDE, con lo que realmente contiene el libro que se envía.