China 
Africa 
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Mafia Offers and The Viable Vision
Published in ByBob Sproull, The Focus and Leverage Improvement Book, 2018
As we said, there are other TOC applications you can use to formulate your mafia offer as follows:Throughput Accounting (TA)—Traditional Cost Accounting causes managers to make incorrect decisions that typically result in higher levels of inventory (Raw Material, Work-in-Process (WIP) and Finished Goods). By demonstrating this to a potential client, you can convince them that TA will help them reduce these inventories. In fact, you should expect raw material inventories that are 40 percent to 60 percent lower, WIP inventories reduced by 50 percent to 75 percent and finished goods inventories reduced by up to 50 percent!Critical Chain Project Management (CCPM)—CCPM enables clients to create and execute projects in 25 percent to 40 percent less time than the traditional Critical Path Management (CPM). Clients will be able to meet promised due dates must faster than they ever dreamed possible with typically greater than 90 percent on time completions.Dynamic Replenishment Model—This TOC application will guarantee 40 percent to 50 percent or less parts inventory with next to zero stock-outs. By simply increasing the rate of parts replenishment based upon usage, you achieve close to 100 percent availability.Strategic Planning—Using the TOC Thinking Processes, clients can significantly shorten their strategic planning times with much more effective plans developed. One such tool, the Intermediate Objectives Map (also known as the Goal Tree) is a simple to learn and apply TOC tool that always delivers fast, reliable strategic plans.TOC’s Five Focusing Steps—Using the five basic steps of TOC you are virtually guaranteed to significantly improve the throughput of your processes to not only meet current customer requirements, but also grow your market share.
ISO 21500—Guide to Project Management
Published in Terra Vanzant Stern, Leaner Six Sigma, 2019
ISO 21500 is attempting to establish standards that can be adopted worldwide. PRINCE2® is a general framework, while PMI (Project Management Institute) focuses more on techniques. The big pluses of PRINCE2® are the following. Other recognized forms of project management accepted methodologies include, but are not limited to: Traditional Project Management MethodProcess-Based Project Management MethodologyAgile for Project ManagementCritical Chain Project Management (CMPP)Traditional Project Management is an approach that recognizes the same five developmental components as the PMBOK®. It does not place as much emphasis on the knowledge area and is less flexible.Process-Based Project Management Methodology is an approach that uses maturity models. Examples would be Capability Maturity Model Integrated (CMMI®), a process improvement program developed by the Software Engineering Institute, a part of Carnegie Mellon University. Another example would be Software Process Improvement and Capability Estimation (SPICE also known as ISO/IEC15504).Agile for Project Management is seen as a series of relatively small tasks. These tasks are flexible and executed on demand. Agile promotes being adaptive instead of being pre-planned. It also emphasizes human development initiatives. Agile techniques are best used in small-scale projects. This creates a strong alliance with Lean Six Sigma.Critical Chain Project Management (CCPM) is a method of planning and managing projects that places the main emphasis on the resources required to execute project tasks. This method was developed by Eliyahu M. Goldratt. Goldratt was well-known for his work on Theory of Constraints (TOC) and his best-selling book from the 1990s, The Goal.
Theory of constraints: review and bibliometric analysis
Published in International Journal of Production Research, 2019
Lucas Martins Ikeziri, Fernando Bernardi de Souza, Mahesh C. Gupta, Paula de Camargo Fiorini
The same manufacturing application logic was tested in other environments, like projects and distributions, but understanding the role of constraints in these environments required adaptations. According to Goldratt (2010, 5), ‘the constraint in project environments is not bottlenecks but the critical path (or, more accurately, the critical chain)’. Critical Chain Project Management (CCPM) method emerged from project environments, whose concepts were initially presented in the book Critical Chain (Goldratt 1997).