The Measurement Nightmare: How the Theory of Constraints Can Resolve Conflicting Strategies, Policies, and Measures (St. Lucie Press/Apics Series on Constraints Management,)
The Measurement Nightmare: How the Theory of Constraints Can Resolve Conflicting Strategies, Policies, and Measures (St. Lucie Press/Apics Series on Constraints Management,)
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Manufacturer: CRC
Author: Debra Smith
Binding: Library Binding
Publication Date: 1999-12-22
Publisher: CRC
Label: CRC
Number Of Pages: 208 Features:
Editorial Review:
Today's competitive environment requires that companies distinguish themselves in the marketplace using factors other than prices. Companies that excel at on-time delivery, short cycle/leadtime, quality, and fast response to the market gain a competitive edge - and have the ability to market based on these features. A proven approach to achieve this is the Theory of Constraints (TOC) production solution known, as drum-buffer-rope scheduling. Just in time (JIT), Total Quality Management (TQM) and other philosophies aim at exploiting these competitive edge factors. However, accounting systems, financial, and incentive measurements continue to be the biggest stumbling blocks to companies wishing to improve their financial performance with these tools. Agreement on the need for a measurement system that encourages local actions in line with bottom line results is common, but solutions have remained elusive. Whether a company is pursuing JIT, TQM, or TOC, cost accounting is the common enemy. Attempts have been made to introduce "new" costing methods such as activity based costing and economic value added, but they have failed to recognize the basic difference between product costing for financial statement purposes and collective management information to make real time decisions. The Measurement Nightmare shows you how to resolve the conflicts and remove the accounting systems, financial, and incentive measurement roadblocks to adopting TOC, thereby gaining improved performance and sustaining competitive advantage. The techniques that the author, leading authority Debra Smith, has implemented and tracked at various companies highlight "the productivity measurement nightmare". Especially important are the day-to-day tools she developed to ensure successful implementation. Cached date: AWS Called=true You may also be interested in these products:
Debra Smith 2006-05-15 Debra knows and applies TOC as well as anyone including Goldratt. This book is still a key part to understanding TOC.
Good book, but stack it with others... 2005-10-21 This is a grate book that explains how measurment indicators might confuse management, and make mistakes that really happen in buissness. In states several measurment indicators based on TOC that help in understanding what should be done in the company.
Very good book, but if you want to learn about TOC, you should stack it with other TOC books.
Great TOC book 2004-04-12 Debra has done a nice job with this book. I would recommend it to anyone interested in learning more about Theory of Constraints.
Great Material - Difficult Read 2004-02-23 This is an excellent book if you are serious about TOC. It covers the basic how-to subjects currently in the liturature, and goes into new territory showing how to reconcile Management/Throughput Accounting with GAAP Acounting. Despite the great material I have two complaints: 1) The book is difficult to read due to the small font and wordy style 2) The book fails to recognize the existance of Lean Manufacturing and Six-Sigma tools that could break the dilemia presented about sprint capacity and buffer size. The second issue is one that any experience practitioner of Lean/6-sigma will easily recognise and correct.
Getting to the core of the problem 2003-05-22 The book focusses on the root problem behind all those dysfunctional metrics around us. It explains very clearly (also for people not trained in financial jargon) how the wrong focus on the wrong metrics in the top of the organization can have impact on the complete organization and may impact negatively the quality of decisions throughout the company.
2004-02-23