Patterns: How we schedule our machine shop?

Our patterns affect what we can accomplish. We use patterns to schedule our machine shops and job shops. If you're not getting the results you want, you may need to change your patterns!

Check out this blog post on patterns and how they affect your scheduling: Machine Shop Scheduling

On that same post you will also find a video interview Dr Eliyahu M Goldratt (founder of Theory of Constraints Drum Buffer Rope) did on patterns at the bottom of the post.

Job Shop Scheduling / Machine Shop Scheduling

We are getting ready to start our 4th Velocity Scheduling System Coaching Progam. Three groups of machine shops and jobs shops have already seen big results.

The Velocity Scheduling System is based on Goldratt's Theory of Constraints (TOC) and drum buffer rope. We modified the "off the shelf" TOC for highly custom job shops and machine shops.

To find out more, check out this special report on "The 9 Challenges to Scheduling a Job Shop and Why Your Schedule is Dead on Arrival".

Our 4th Velocity Scheduling System Coaching Program starts on July 14, 2009. For more information, testimonials, and to sign up please visit Job Shop Scheduling. This program is limited to the first 10 companies, so don't delay!

Here's to maximizing YOUR profits!
Dr Lisa Lang
(c)Copyright 2009, Dr Lisa, Inc. All rights reserved.

Theory of Constraints Mafia Offer + Sales Process Engineering = Explosive Growth Equation

The 2 Leading Theory of Constraints Sales & Marketing Experts
Justin Roff-Marsh and Dr Lisa Lang
discuss what happens when ...
A Mafia Offer Meets 10 Times the Volume of Sales Appointments

Here’s a limited opportunity to participate in a test Webinar featuring a conversation between Dr Lisa and Justin Roff-Marsh.

Justin gets asked (almost) daily if our approach to sales (Sales Process Engineering) complements Dr Lisa’s approach to marketing (Mafia offers). Dr Lisa finds herself regularly answering the same question.

Of course, the answer’s yes: philosophically we’re both coming from the same (TOC) place, so how could our approaches possibly be in conflict?

But the practical implementation – and integration – of these two approaches is the really interesting subject to explore. And that’s the purpose of this Webinar.

This is a test event – our first one. This means that we are only promoting this event to the TOC community.

If you like to be first to discover new ideas and you don’t mind if this event isn’t as polished as we hope it eventually will become, please reserve you seat now.


We are going to accept 20 registrations for 14 spots. So sign up now, and arrive early to make sure you get in.

The format of this event is simple. Dr Lisa and Justin will each present an overview of our approaches – and, after each overview, the presenter will be interviewed by the other.

While this is occurring, we’ll be assimilating questions from delegates and, to conclude the Webinar, each of us will pose delegates’ questions to the other.

It should be fun, and informative!

Go here to sign up: http://explosivegrowthequation.eventbrite.com/

A Process Of On-Going Improvement (POOGI) - Part 40

We are continuing our series based on The Goal by Eliyahu M Goldratt and the Theory of Constraints. {This series was co-written with Brad Stillahn.}


What to Change to?

As with any real constraint, your overall company only has one of them. For example, your company cannot be both internally and externally constrained at the same time (yes, we are aware that your company is different and more complex). A company that addresses its internal constraint can become externally constrained rather quickly, or vice versa, so synchronized corrective action is important.

For an internal constraint, TOC has logistical solutions for operations, projects, distribution and supply chain. The TOC logistic solutions usually need to be tailored to the company because you are different. Lean and Six Sigma tools can help increase the speed and effectiveness of implementing the TOC solutions.

For an external constraint, TOC has solutions for marketing (Mafia Offers) and sales. For other external constraints, TOC has thinking process tools to help identify the problem and the direction of the solution. Again, these normally need to be tailored to your company.

For a cash constraint, which is a special case of an external constraint, the TOC thinking process tools would need to be tailored to your company’s specific situation.

If you are diligent and effective, whether your company has an internal constraint or external constraint, the TOC solutions are powerful enough to correct the problem in about three months.

Please let us know where your company constraint is: internal, external, or cash. Email your answer to Theory of Constraints ANSWER . We will respond with our recommendation on what to do about it.

As you probably know we recommend strategically placing your constraint. The location of your constraint is a very important issue. Where's yours now and where do you want it to be -- where do you want your strategic constraint to be?

...to be continued.

Here's to maximizing YOUR profits!
Dr Lisa Lang
(c)Copyright 2009, Dr Lisa, Inc. All rights reserved.

A Process Of On-Going Improvement (POOGI) - Part 39

We are continuing our series based on The Goal by Eliyahu M Goldratt and the Theory of Constraints. {This series was co-written with Brad Stillahn.}

Are you externally constrained? Yes or no?

Your company is externally constrained if your company (usually) has the capacity to sell more than it does.

We call it externally constrained instead of market constrained because there a many other factors external to the company which may constrain its ability to sell. For example, government regulation is often an external constraint. Credit availability would also be an example of an external constraint.

Being externally constrained is not inherently bad. In fact, an amount of “protective capacity” is necessary to be responsive to the market, have competitive lead times, and meet due date commitments.

Conventionally, a company responds to being externally constrained by cutting costs, especially people costs by layoffs. In some instances, especially when the company is short of cash, this may be necessary. However, contrary to popular opinion and practice, such attempts to “balance” capacity to sales demand is not good management because it directly causes a chaotic work environment, leading to long lead times and poor due date performance.

Are you cash constrained? Yes or no?

Your company has a cash constraint if and only if you have enough customer orders but your suppliers will not supply you their products and services unless you pay with cash upfront.

Approached conventionally, a cash-constrained company will usually go bankrupt because in the short term, the timing of the cash outflows is more than the cash inflows, and the cooperation of the suppliers and customers cannot be achieved quickly enough to prevent the company from running out of cash.

While it is rather unusual to be cash-constrained, recent economic events may result in customers unilaterally stretching out payables and/or banks restricting credit, so a cash constraint can suddenly emerge.

...to be continued.

Here's to maximizing YOUR profits!
Dr Lisa Lang

(c)Copyright 2009, Dr Lisa, Inc. All rights reserved.

Job Shop Scheduling and Machine Shop Scheduling

If you own or run a job shop or machine shop, check out this Special Report on the "9 Challenges to Scheduling Your Job Shop and Why Your Schedule is Dead on Arrival!"

I'm a lot like you. I read The Goal and loved it. I related to it, and thought it was common sense. It was so refreshing to read a business book like that.

I totally got the hike with the boy scouts and having Herbie lead, then off loading Herbie's backpack. The game they played with matches showed the impact of variability and why it is so hard to get things done.

All really good stuff and I read it in one sitting. I wanted the results they had in The Goal - I wanted to be 100% on-time, I wanted less chaos and less work in process, increased throughput and I wanted all this with the same or less overhead.

But then I really didn't know how to apply it to my situation. I didn't have the budget to hire a consultant to help, much less an expensive Theory of Constraints consultant.

So I did what I could, based on what I understood. I identified what I thought was our constraint, and I studied it. I determined what was keeping us from getting more through the constraint. I made a few changes.

And, we got some results. Nothing like what they had in the book mind you, but some results. But that is where I really got stuck.

I knew much more was possible, much bigger and better results. After I had read The Goal, I did some research and found some published success stories. These case studies showed that I should have achieved more.

But I rationalized -- we're different. We are in a different industry, a tougher industry. Maybe it just doesn't work in our type of business. Yeah, that's it - too bad, it just won't work for us.

Now fast forward a few years.

In the mid 90s Theory of Constraints became more available. There were annual conferences, training classes, and many more books on the subject.

I went to school on all of it.

I immersed myself in the theory. I read everything, I asked a ton of questions. And what's interesting is that I still didn't really know where to start. I still didn't know how to get beyond a few modifications around the constraint and I still didn't know how to get the kind of results I had read about.

And this was after I had been to the mountain. I had taken courses and studied at the Goldratt Averaham Institute founded by Eliyahu M Goldratt, the father of Theory of Constraints.

How can common sense be this hard?

I finally got it when I became a consultant and worked with several clients.

By the way, all my clients had read The Goal, and only achieved small results on their own or got no results because they simply did not know where to start and so had not tried.

My first client was a machine shop. And since then I've worked with a number of "metal benders" - custom machine shops making custom parts and job shops. Some of the shops I worked with had 80% of their parts/products repeat and some only had 20% repeat. But they all had terrible due date performance (on orginal dates), high work in process, and lots of chaos.

I needed to figure out how to make a difference in these highly complex environments where the constraint can move week to week depending on the mix of work that came in.

I discovered, in working with these clients, the secret -- the way to implement what we read in The Goal.

I figured out:

• the order to implement. What to do first, then second and so on.
• that the first steps we take need to provide BIG results to get the buy-in and support to continue.
• that the scheduling and priority of the shop needs to be visual.
• that the visual scheduling system facilitates eveyone's involvement and the desperately needed communication throughout the shop.
• how to create an effective scheduling system that does not require massive computing and manpower to run.
• how to accommodate a complex environment where the constraint moves frequently.
• how to implement the Theory of Constraints process of on-going improvement so that we continuously improve.
• and, how to coach managers and supervisors to get it done.

This approach lead to the big results that I had read about in the case studies and in most cases we achieved the results faster.

We also found that our visual scheduling system created faster buy-in and helped the changes to stick.

So my partner, Brad, and I sat down and documented what we did. We documented the process we used, we documented the differences between companies that can cause differences in the solution. We ended up with THE process to quickly implement what we read about in The Goal to get quick, substantial results.

So why am I telling you all this?

Well... this is something of an "open secret"... I have been working on a way for you to have the exact same system that my job shop and machine shop clients use without the burden and expense of an on-site consultant.

And we have now tested it with several clients and we have done 2 Velocity Scheduling System Coaching programs. So the program that starts on April 27th is our 3rd Velocity Scheduling System Coaching Program. We focus on job shop scheduling and machine shop scheduling.

Now is the right time for this. In fact, I would say that now is THE critical time. Implementing the system is particularly important in this economy for 2 main reasons. 1) With the system it will become clear where you can cut people and have the least effect on productivity; and 2) If you have a market constraint then it is paramount that you improve your due date performance and reduce your leadtimes so that you can capture more market share. This will be particularly effective as your competitors cut people, and get worse on due date performance and leadtimes.

This system has PROVEN to dramatically increase your due date performance, reduce your work in process and decrease your manufacturing lead-times without a consultant camped in your conference room. And of course, this will lead to improved cash flow and increase your profits!

Here's an update I got just received (April 15, 2009) from a client that participated in our VSS Coaching Program:

"Just to update you on our company status, I thought you'd be happy to know we
are still 100% on time and raking in some good profits. I've seen a higher frequency of penetration into the red zone, but no late jobs. We just shipped the mother of all jobs today (in excess of 4000 man-hours) on time! Furthermore, the price tag was $750K, of which final throughput MINUS LABOR was nearly $390K! (Don't tell the customer that)"

That's all for now...

Wishing you success,

"Dr Lisa" Lang

P.S. To sign up go to http://www.velocityschedulingsystem.com/ The next session start
on April 27 and will be limited to 10 companies to ensure you get all the
coaching you need!

If you're interested in learning how to run your shop according to the Theory
of Constraints and Drum Buffer Rope principles discussed in The
Goal by Eliyahu M Goldratt, then sign up for our next Velocity Scheduling System
Coaching Program.

Take the Quiz

Click here to take the profit quiz:

http://drlisamaxprofit.blogspot.com/2009/03/process-of-on-going-improvement-poogi_10.html