"Schragenheim, Camp and Surace, three leaders of TOC community, are tackling one of value destroyers of corporations-the misuse and abuse of traditional cost accounting. This book develops a practical methodology for better decision making by looking at the impact of certain types of decisions on a company's bottom line. This well-defined methodology allows mid-managers, higher level managers and financial staff to create real value by concentrating on what truly matters." Boaz Ronen, Professor Emeritus, Coller School of Management, Tel Aviv University, Tel Aviv, Israel "Throughput Economics is a must read for entrepreneurs and managers who want to make their organizations more and more antifragile." Andrea Zattoni, CEO of Antifragility, Italy "Management accounting is a dry topic. Throughput Economics is not-managers can learn a lot they can apply to their company from it." Rudolf Burkhart, Business Development Director, Vistem Gmbh, Germany Throughput Economics challenges the current thinking of how to evaluate cost, risks and rewards of any deal or any other new market opportunity being considered, especially the practice of calculating cost-per-unit. Instead, this book offers a process that directly answers the critical question: If we accept the proposed decision, will the performance of the organization improve? The process involves the intuition of the key people in the organization, together with the relevant data, to come up with the best available information from which to form a reasonable range of net profit, when the considered decision is added on top of all the other activities undertaken by the organization. The process is explained and demonstrated using a variety of cases where the organization faces a new non-trivial idea, along with a detailed explanation of how it should work, including software support that provides very quick response to many what-if suggestions. This book offers a new and well-defined process, applicable to every organization, that considers both financial impacts and capacity limitations and, also, includes the impact of uncertainty by providing the range of reasonable results rather than one number, which is always proven wrong in the end. Overall, the book provides a holistic method for simplified decision making in seemingly complex or shifting environments using a constraints mindset to facilitate companies' realization, for the first time, their true potential.

An incredible ability awaits managers who practice Theory of Constraints (TOC) techniques: they can take a problem, look beyond the less important details, and directly identify the source of trouble. They've been known to promptly resolve perplexing matters - while the uninformed remain stuck. So many more managers could gain the benefit of TOC thinking... if they only took the time. Eli Schragenheim now offers an informative and enjoyable self-learning method, proving how TOC can be invaluable at a wide variety of workplaces. Management Dilemmas: The Theory of Constraints Approach to Problem Identification and Solutions conveys TOC methods through "virtual experience"-stories of managers and the situations they need to resolve. Take note of the dilemmas they're facing. Think about how you would respond under those circumstances. Then, compare your reactions with Schragenheim's TOC-influenced analysis. Associated with Dr. Eli Goldratt (the founder of TOC) for seven years, Schragenheim doesn't tell how the stories end. Instead, he encourages the reader to try out TOC techniques-especially the need to arrive at the most precise answer by raising the right questions. The conclusions you reach today could greatly help your on-the-job thinking tomorrow!

Completely revised and updated, ERP: Tools, Techniques, and Applications for Integrating the Supply Chain, Second Edition describes, from the perspective of a business manager, concepts and tools for enterprise planning, management, and execution. The text is written in an easy-to-read format, with many real examples from a variety of industries that illustrate key points. This book can be used over and over, as a quick reference to obtain insight into ERP topics.

The Second Edition introduces many new topics, including:
" Supplier relationship management (SRM)
" Strategic sourcing
" Throughput supply chain measures such as inventory dollar days and throughput dollar days
" Product Life Cycle Management (PLM)
" Technology architecture choices
" Customer relationship management

With the help of a supplemental CD containing a Management Interactive Case Study System (MICSS), this volume explains the application of ERP tools and techniques to different types of businesses, and enables you to test the concepts in a computer simulation model. You can control the dynamics of handling an ERP program within a virtual company, and learn from the resulting analysis of how to guide to this company to financial success. This simulation package allows you to test your newly acquired knowledge before implementing your chosen ERP system.

In 2000, Schragenheim and Dettmer published the ground-breaking Manufacturing at Warp Speed. At the time, the cutting-edge ideas expressed were the original work of the authors and not well-known beyond the book's audience. In the years that followed, Dr. Eliyahu Goldratt, father of the Theory of Constraints (TOC), adopted their ideas, added his own valuable insights, and popularized them worldwide. Supply Chain Management at Warp Speed serves as the sequel that refines and updates the former approach to production management with new ideas that complement earlier tactics. The authors' prime motivation for writing this book was to integrate the TOC method for managing the distribution of finished goods with the acquisition of raw materials and the manufacturing process. The result is the first book to describe, in detail, the application of the TOC approach to assured availability in distribution, for both original equipment manufacturers and retailers. "State-Of-The-Art" in Applying Theory of Constraints This cutting-edge reference broadens the scope of its predecessor by integrating manufacturing, distribution, and raw material management into a single end-to-end supply chain. It addresses the new demands taken on when a firm offers to handle rush orders. It also reviews the issues surrounding availability and the management of inventory moving through distribution systems. Fully illustrated, with numerous examples, case studies, and manufacturing scenarios, Supply Chain Management at Warp Speed provides TOC practitioners with the tools needed to address the performance issues of the entire supply chain and develop solutions that represent a win for the end-user as well as stakeholders along the entire supply chain.

An incredible ability awaits managers who practice Theory of Constraints (TOC) techniques: they can take a problem, look beyond the less important details, and directly identify the source of trouble. They've been known to promptly resolve perplexing matters - while the uninformed remain stuck.
So many more managers could gain the benefit of TOC thinking... if they only took the time. Eli Schragenheim now offers an informative and enjoyable self-learning method, proving how TOC can be invaluable at a wide variety of workplaces.
Management Dilemmas: The Theory of Constraints Approach to Problem Identification and Solutions conveys TOC methods through "virtual experience"-stories of managers and the situations they need to resolve. Take note of the dilemmas they're facing. Think about how you would respond under those circumstances. Then, compare your reactions with Schragenheim's TOC-influenced analysis.
Associated with Dr. Eli Goldratt (the founder of TOC) for seven years, Schragenheim doesn't tell how the stories end. Instead, he encourages the reader to try out TOC techniques-especially the need to arrive at the most precise answer by raising the right questions. The conclusions you reach today could greatly help your on-the-job thinking tomorrow!

"Schragenheim, Camp and Surace, three leaders of TOC community, are tackling one of value destroyers of corporations-the misuse and abuse of traditional cost accounting. This book develops a practical methodology for better decision making by looking at the impact of certain types of decisions on a company's bottom line. This well-defined methodology allows mid-managers, higher level managers and financial staff to create real value by concentrating on what truly matters." Boaz Ronen, Professor Emeritus, Coller School of Management, Tel Aviv University, Tel Aviv, Israel "Throughput Economics is a must read for entrepreneurs and managers who want to make their organizations more and more antifragile." Andrea Zattoni, CEO of Antifragility, Italy "Management accounting is a dry topic. Throughput Economics is not-managers can learn a lot they can apply to their company from it." Rudolf Burkhart, Business Development Director, Vistem Gmbh, Germany Throughput Economics challenges the current thinking of how to evaluate cost, risks and rewards of any deal or any other new market opportunity being considered, especially the practice of calculating cost-per-unit. Instead, this book offers a process that directly answers the critical question: If we accept the proposed decision, will the performance of the organization improve? The process involves the intuition of the key people in the organization, together with the relevant data, to come up with the best available information from which to form a reasonable range of net profit, when the considered decision is added on top of all the other activities undertaken by the organization. The process is explained and demonstrated using a variety of cases where the organization faces a new non-trivial idea, along with a detailed explanation of how it should work, including software support that provides very quick response to many what-if suggestions. This book offers a new and well-defined process, applicable to every organization, that considers both financial impacts and capacity limitations and, also, includes the impact of uncertainty by providing the range of reasonable results rather than one number, which is always proven wrong in the end. Overall, the book provides a holistic method for simplified decision making in seemingly complex or shifting environments using a constraints mindset to facilitate companies' realization, for the first time, their true potential.

Manufacturing systems don't exist in a vacuum, isolated from the rest of the company, but they are often managed that way. A truly effective, highly competitive manufacturing company integrates its manufacturing, marketing, sales, purchasing, and financial functions into a well-coordinated whole. Manufacturing at Warp Speed: Optimizing Supply Chain Financial Performance explains in detail how to coordinate all these functions to maximize sales revenue while controlling inventory and overhead costs. Ultimately, the effects of applying the new Simplified-Drum-Buffer-Rope (DBR II) introduced by the authors include dramatically faster manufacturing cycle times, shorter order-to-delivery lead times, higher on-time delivery reliability, and better customer satisfaction.

The book gives you everything a typical production professional needs to implement this new DBR approach. A supplemental feature - the Management Interactive Case Study Simulator (MICSS) - is included with the book. This CD-ROM sets up a virtual company where you can test and practice the processes you learn in the book before implementing them in your organization. The book and software together constitute the complete package for learning how to streamline manufacturing operations.

The first book available on second generation Drum-Buffer-Rope, Manufacturing at Warp Speed: Optimizing Supply Chain Financial Performance describes the simplest, most efficient methods for reducing manufacturing cycle time and increasing the speed of manufacturing yet devised. Fully illustrated, with numerous examples, case studies, and manufacturing scenarios, the book is so easy to read that even the novice can understand it. Correct use of this new method practically assures your company has the competitive advantage.