Karl Buckridge

Karl Buckridge
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Every real system such as a profit-making enterprise must have at least one constraint. If it were not true, then the system would produce an infinite amount of whatever it strives for. In the case of a profit making enterprise it would be infinite profits. Because a constraint is a factor that limits the system from getting more of whatever it strives for, then a business manager who wants more profits must manage constraints.

There is really no choice in this matter. Either you manage constraints or they manage you. The constraints manage the output of the system whether they are acknowledged or not.**

With a combination of the philosophies of Deming and Goldratt Directors of organisations can improve their time to market, and their business profitability. Jonah in the book 'The Goal' shows Alex Rogo how to manage 'variation' at the organisational 'lynch pin' the bottleneck by managing 'variation in time' The session will discuss the relevance to organisations and the impact on their profitability.

**Ref The Theory of Constraints and Its Implications for Management Accounting by Eric Norren, Debra Smith and James T Mackey. A report on the actual implementation of The Theory of Constraints.