FOR IMMEDIATE RELEASE

 Dr. Lisa Lang, of the Science of Business, was recently featured in Newsweek as well as major online media outlets, including Yahoo!Finance, Morningstar, CNBC, MarketWatch and many others.

 Green Valley, AZ – January 9, 2013 – “Dr. Lisa” Lang, President of the Science of Business, was recently featured in Newsweek as a “Champion”.  A feature story about Dr. Lisa was also recently seen on the online home pages of major publications such as Yahoo! Finance, CNBC, The Boston Globe, The Miami Herald, Morningstar, Los Angeles Daily News and MarketWatch, among many others.

In the Newsweek feature, Dr. Lisa was named a “Manufacturing Champion”, she remarked, “To get more jobs done faster, to reduce your lead times and to improve due date performance in a highly custom job shop — STOP focusing on efficiency. Efficiency is an effect. To improve productivity with the same people and resources — focus on FLOW!”

 Dr. Lisa is one of the foremost Theory of Constraints experts in the world and a sought after manufacturing expert having been named the 2012 Manufacturing Trendsetter in the USA Today for her inexpensive and guaranteed Velocity Scheduling System Coaching Program that has dramatically improved performance of well over 100 highly custom job shops and machine shops.  She has also appeared in CBS News, The Wall Street Journal, Finance.com, About.com, Gear Technology, CNBC, NY Daily News, The Fabricator, NTMA’s The Record and many others.

Dr Lisa is active in helping the reshoring of manufacturing back to the U.S. and in the NTMA, PMA, and AMT communities having helped member companies to reduce their lead-times and improve due date performance. She worked with Dr. Goldratt who is the father of Theory of Constraints and author of the bestselling book, The Goal. Dr Lisa is the President of the Science of Business specializing in increasing profits of highly custom manufacturers by applying Theory of Constraints, Lean and Six Sigma (TLS) to operations with Velocity Scheduling System and to engineering/design with Project Velocity System and to marketing with her Mafia Offer Boot Camp.

To read the full feature story about Dr. Lisa, as seen on CNBC, Morningstar, CBS MoneyWatch, The Houston Chronicle and others, please visit http://www.velocityschedulingsystem.com/breaking-the-mold-and-the-constraints-in-custom-manufacturing/

Learn more about Dr. Lisa at http://www.VelocitySchedulingSystem.com/ and check out her 47-minute webinar “How To Get More Jobs Done Faster” for job shop scheduling and machine shop scheduling at www.VelocitySchedulingSystem.com/webinar.

##

Contact:

Dr Lisa Lang

Science of Business, Inc

www.VelocitySchedulingSystem.com

DrLisa@ScienceofBusiness.com

Dr Lisa Lang, Dr Lisa, Theory of Constraints, Velocity Scheduling System, job shop scheduling, machine shop scheduling, Goldratt, reshoring manufacturing

Links:

http://prlog.org/12056226

http://www.pressnewsroom.com/?p=18527

http://bit.ly/UWIIl2

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FOR IMMEDIATE RELEASE

Manufacturing and Theory of Constraints Expert Dr. Lisa Lang Features a Michigan Precision Machine Shop Success Story

Robert Peuterbaugh, President of Joint Production Technology, shares his story of how the Velocity Scheduling System is helping his company to see increased production and profits.

Green Valley, AZ – December 29, 2012 – “Dr. Lisa” Lang, President of the Science of Business and Theory of Constraints expert, is proud to share another client job shop scheduling success story.  Robert Peuterbaugh, president of Joint Production Technology (JPT) in Macomb, Michigan.  Robert has utilized Dr. Lisa’s Velocity Scheduling System to improve productivity at his facility.

The Velocity Scheduling System is based on Theory of Constraints, but it has been adapted for highly custom job shops and machine shops whose constraint can move week-to-week or day-to-day.

Robert Peuterbaugh’s case study and success story (written by Mike Touzeau) can be found at http://www.velocityschedulingsystem.com/site/wp-content/uploads/2012/12/VSS-success-1-v4.pdf

Here is an excerpt:

Providing high tech innovations for precision cutting, boring, and other applicable manufacturing functions for such big outfits as GM, Ford, TRW, and many others here and abroad, Peuterbaugh knows his operation inside out. Battling the downturn like everyone else, this seasoned leader has always investigated long-term remedies rather than groping for gimmicks, so he began to search for solutions.

“As things got worse, I looked at what would make things better,” he said.” I had followed Dr. Lisa’s emails for two years before signing up.”

He knew it would be important to improve productivity, so having read much of what Dr. Lisa had written on Velocity Scheduling System (VSS), he took the plunge, knowing many others wouldn’t.

“Sometimes you say that we’re good at what we do, so why change?”

“When I saw all the reasons,” he put it, “it all fit. That’s what got me to talk to her.”

JPT HAS SHOWN A 64 % INCREASE IN SHIPPED $.

He estimates between a 25 and 35 percent profit increase “directly attributable,” he says, to the changes his team instituted after starting the VSS program in February. Once the process started working, he recalls, his team stood in awe at the seamless flow, shipping each day with customers getting something every day.

“They just could not believe it.”

And another:

Robert Peuterbaugh’s story is probably not unlike your own. You worked hard to build a solid reputation with your customers. You want American manufacturing to be great, and though you’re a successful small or large operation, scheduling is still always an issue.

VSS is a system that creates a continuous flow in your operation so all your employees share in knowing what needs to be done and when.

A member of many manufacturing organizations, Robert Peuterbaugh works with local schools to promote manufacturing career education, and serves on the Board of Directors for Tooling, Manufacturing & Technologies Association (TMTA).

To learn specifically what Robert did to improve Joint Production Technology, watch a 47-minute webinar on “How to Get More Jobs Done Faster” at http://www.VelocitySchedulingSystem.com/webinar/  or read the “9 Challenges to Scheduling Your Job Shop” ebook at http://www.VelocitySchedulingSystem.com/ebook/.

“Dr. Lisa” Lang is one of the foremost Theory of Constraints experts in the world and a sought after manufacturing expert having been named the 2012 Manufacturing Trendsetter in the USA Today for her inexpensive and guaranteed Velocity Scheduling System Coaching Program that has dramatically improved performance of well over 100 highly custom job shops and machine shops.  She has also appeared in CBS News, The Wall Street Journal, Finance.com, About.com, Gear Technology, CNBC, MoldMaking Technology, The Fabricator, NTMA’s The Record and many others. She is active in helping the reshoring of  manufacturing back to the U.S. and in the NTMA, PMA, and AMT communities having helped member companies to reduce their lead-times and improve due date performance. She worked with Dr. Goldratt who is the father of Theory of Constraints and author of the bestselling book, The Goal. Dr Lisa is the President of the Science of Business specializing in increasing profits of highly custom manufacturers by applying Theory of Constraints, Lean and Six Sigma (TLS) to operations with Velocity Scheduling System and to engineering/design with Project Velocity System and to marketing with her Mafia Offer Boot Camp.

###

Contact:

Dr Lisa Lang

Science of Business, Inc

DrLisa@ScienceofBusiness.com

keywords:

Dr Lisa Lang, Dr Lisa, Theory of Constraints, Velocity Scheduling System, job shop scheduling, machine shop scheduling, Goldratt, reshoring manufacturing, Success Story, Case Study, TMTA, Michigan Manufacturer

Links:

http://prlog.org/12050614

http://www.pressnewsroom.com/?p=18180

http://bit.ly/Wbxt5w

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FOR IMMEDIATE RELEASE

Manufacturing and Theory of Constraints Expert Dr. Lisa Lang Shares Client Success Story

Tanya DiSalvo, President of Criterion Tool, shares her story of how her precision machine shop used Velocity Scheduling System to achieve record profits.

Green Valley, AZ – November 14, 2012 – “Dr. Lisa” Lang, President of the Science of Business and Theory of Constraints expert, is proud to share one of many client success stories. Tanya DiSalvo is the President of Criterion Tool (founded in 1953) and an active member of both NTMA (National Tooling and Machining Association) and PMPA (Precision Metal Products Association).  Tanya has utilized Dr. Lisa’s Velocity Scheduling System at her machine shop to improve on-time delivery and reduce lead times.

Tanya DiSalvo’s case study and success story (written by Mike Touzeau) can be found at http://www.velocityschedulingsystem.com/site/wp-content/uploads/2012/10/Tanya_Success_Story_v5.pdf

Here is an excerpt:

“It’s so different from what we’ve seen in the world of manufacturing that it sounded too good to be true. At first as a team we couldn’t get our arms around it, but Dr. Lisa said she was going to give me my money back if it didn’t work, so we were going to do everything she said.”

They liked the homework, but several of her 30 employees, including her dad, who was then  consulting and observing as he neared retirement, bet some real cash against her that it wasn’t going to work.

“I was pretty sure they thought this was just another flavor of the month. Before VSS we were all frustrated,” she remembers, because they were always  trying to manage the “slop,” as she calls it—the jobs that got bogged down and often carried into the next month,  with select customers always suffering.

Once they saw how the system could facilitate movement of jobs, things started clicking.

“As we worked through the Velocity Scheduling process, we got more and more in control. We could focus our resources where we needed them the most. We didn’t have to monitor the jobs, the deadlines, the priorities anymore.”

“It was all the  same people just changing their focus.”

To learn specifically what Tanya did to improve her machine shop scheduling, watch a 47 minute webinar on “How to Get More Jobs Done Faster” at http://www.velocityschedulingsystem.com/webinar/

“Dr. Lisa” Lang is one of the foremost Theory of Constraints experts in the world and a sought after manufacturing expert having been named the 2012 Manufacturing Trendsetter in the USA Today for her inexpensive and guaranteed Velocity Scheduling System Coaching Program that has dramatically improved performance of well over 100 highly custom job shops and machine shops.  She has also appeared in CBS News, The Wall Street Journal, Finance.com, About.com, Gear Technology, CNBC, MoldMaking Technology, The Fabricator, NTMA’s The Record and many others. She is active in helping the reshoring of  manufacturing back to the U.S. and in the NTMA, PMA, and AMT communities having helped member companies to reduce their lead-times and improve due date performance. She worked with Dr. Goldratt who is the father of Theory of Constraints and author of the bestselling book, The Goal. Dr Lisa is the President of the Science of Business specializing in increasing profits of highly custom manufacturers by applying Theory of Constraints, Lean and Six Sigma (TLS) to operations with Velocity Scheduling System and to engineering/design with Project Velocity System and to marketing with her Mafia Offer Boot Camp.

###

Contact:

Dr Lisa Lang

Science of Business, Inc

DrLisa@ScienceofBusiness.com

keywords:

Dr Lisa Lang, Dr Lisa, Theory of Constraints, Velocity Scheduling System, job shop scheduling, machine shop scheduling, Goldratt, reshoring manufacturing, Success Story, Case Study

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FOR IMMEDIATE RELEASE

 MoldMaking Technology Magazine profiles Theory of Constraints with TOC Expert Dr. Lisa Lang

 Dr. Lisa Lang, of the Science of Business, recently contributed “Making Your Technology Investment Pay Off” to MoldMaking Technology, a leading industry publication.

 Green Valley, AZ – November 19, 2012 – “Dr. Lisa” Lang, President of the Science of Business, recently contributed a feature article to MoldMaking Technology Magazine.  The article, titled “Making Your Technology Investment Pay Off,” offers four key questions to ask yourself before each purchase to make sure your technology investments provide a reasonable rate of return.

Dr. Lisa writes, “Ask yourself, what benefit will any technology bring if we neglect to change the rules? If we keep doing things the same way only faster—what benefit will there be? And sometimes the answer is none or very little. If we obey the same rules, we are acting as if the limitation is still there and still being limited. How many companies do you know that have implemented technology of some kind and as a result of this technology their profits have increased substantially? How many do you know that have implemented and have had no results? Which is more common?”

The four questions that Dr. Lisa suggests are: “What is the main power of the technology?” “What limitation does this technology diminish?” “What rules helped you to accommodate the limitation?” and ”What rules should we use now (with this new technology)?”

“You don’t always need new technology or people to substantially reduce your leadtimes, substantially increase your due date performance or substantially reduce your chaos. I’m not against new technology. I’m against spending money on technology that does not lead to bottom-line results,” writes Dr. Lisa.

The full article can be found here: http://www.moldmakingtechnology.com/articles/making-your-technology-investment-pay-off

“Dr. Lisa” Lang is one of the foremost Theory of Constraints experts in the world and a sought after manufacturing expert having been named the 2012 Manufacturing Trendsetter in the USA Today for her inexpensive and guaranteed Velocity Scheduling System Coaching Program that has dramatically improved performance of well over 100 highly custom job shop scheduling and machine shop scheduling.  She has also appeared in CBS News, The Wall Street Journal, Finance.com, About.com, Gear Technology, CNBC, NY Daily News, The Fabricator, NTMA’s The Record and many others. She is active in helping the reshoring of manufacturing back to the U.S. and in the NTMA, PMA, and AMT communities having helped member companies to reduce their lead-times and improve due date performance. She worked with Dr. Goldratt who is the father of Theory of Constraints and author of the bestselling book, The Goal. Dr Lisa is the President of the Science of Business specializing in increasing profits of highly custom manufacturers by applying Theory of Constraints, Lean and Six Sigma (TLS) to operations with Velocity Scheduling System and to engineering/design with Project Velocity System and to marketing with her Mafia Offer Boot Camp.

Learn more about Dr. Lisa at http://www.velocityschedulingsystem.com/ and check out her 47-minute webinar “How To Get More Jobs Done Faster” at www.velocitySchedulingSystem.com/webinar.

###

Contact:

Dr Lisa Lang

Science of Business, Inc

DrLisa@ScienceofBusiness.com

keywords:

Dr Lisa Lang, Dr Lisa, Theory of Constraints, Velocity Scheduling System, job shop scheduling, machine shop scheduling, Goldratt, reshoring manufacturing, technology investment, manufacturing investments

Links:

http://prlog.org/12026671

http://bit.ly/S6AUwh

http://bit.ly/Qq5um8

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Tanya DiSalvo, President of Criterion Tool, shares her story of how her precision machine shop used Velocity Scheduling System to improve on-time delivery, reduce lead-times and how they achieved record profits.

Read the story here:  Tanya_Success_Story

Tanya talks about how they went from good to great with a few bumps and challenges along the way.

Tanya is an active member of both NTMA (National Tooling and Machining Association) and PMPA (Precision Metal Products Association).

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FOR IMMEDIATE RELEASE

 Manufacturing Expert Dr. Lisa Lang Discusses Theory of Constraints in Article

 Dr. Lisa Lang, inventor of the Velocity Scheduling System, featured in a November 2011 article discussing her expertise in Theory of Constraints

 Green Valley, AZ – October 10, 2012 – “Dr. Lisa” Lang, President of the Science of Business and inventor of the Velocity Scheduling System is featured in a November 2011 article in The Fabricator and TheFabricator.com, where she was interviewed about Theory of Constraints and Velocity Scheduling System.  The article also highlights two of Dr. Lisa’s clients, CMI Industry America and Guntert & Zimmerman.  The article, titled “High mix, fast delivery–on time: How high-mix, low-volume fabricators adapt the Theory of Constraints,” was written by Tim Heston.  Tim Heston explores how Dr. Lisa helped both clients utilize the Theory of Constraints to keep the chaos of their manufacturing in check, but allow for dealing with emergencies while increasing productivity.

Dr. Lisa remarks on the negatives of focusing on efficiency.   Below is an excerpt:

 TOC goes against traditional manufacturing thinking, in which workers produce more than is needed to reduce the number of setups and maximize the efficiency of all resources. The forecast, after all, says these parts will be needed eventually, so why not produce them now? The problem is, of course, that sales forecasts are notoriously inaccurate, so those parts may never be needed. Also, producing so many unneeded parts floods the floor with work-in-process (WIP), while jobs in queue sit for days or weeks waiting for large batches to work their way through.

 Dr. Lisa offers her expertise throughout the article, which explores five main topics: “The Value of Throughput,” “The Importance of Flow,” “Drum-Buffer-Rope for High Mix,” “Full Kit and Accurate Information” and “Enabling Change.”

The full article can be found here: http://www.thefabricator.com/article/forceos/high-mix-fast-delivery–on-time

“Dr. Lisa” Lang is one of the foremost Theory of Constraints experts in the world and a sought after manufacturing expert having been named the 2012 Manufacturing Trendsetter in the USA Today for her inexpensive and guaranteed Velocity Scheduling System Coaching Program that has dramatically improved performance of well over 100 highly custom job shops and machine shops.  She has also appeared in CBS News, The Wall Street Journal, Finance.com, About.com, NY Daily News, CNBC, The Boston Globe, The Miami Herald, and others. She is active in helping reshore manufacturing back to the U.S. and in the NTMA, PMA, and AMT communities having helped member companies to reduce their lead-times and improve due date performance. She worked with Dr. Goldratt who is the father of Theory of Constraints and author of the bestselling book, The Goal.  Dr Lisa is the President of the Science of Business specializing in increasing profits of highly custom manufacturers by applying Theory of Constraints, Lean and Six Sigma to operations with Velocity Scheduling System and to engineering/design with Project Velocity System and to marketing with her Mafia Offer Boot Camp.

Learn more about Dr. Lisa and job shop scheduling at http://www.velocityschedulingsystem.com/ and check out her 47-minute webinar “How To Get More Jobs Done Faster” at www.velocitySchedulingSystem.com/webinar/.

###

Contact:

Dr Lisa Lang

President, Science of Business Inc

DrLisa@ScienceofBusiness.com

keywords:

Dr Lisa Lang, Dr Lisa, Theory of Constraints, Velocity Scheduling System, high mix low volume, drum buffer rope, job shop scheduling, Goldratt

Links:

http://prlog.org/11996440

http://bit.ly/WSz4zB

http://bit.ly/WSA4Ul

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The Secret to Getting On Time and Reducing Leadtimes

Article From: MoldMaking Technology, Dr. Lisa Lang, President from Science of Business

Job scheduling plays a big role in our on-time delivery performance and leadtime, which determines our competitive position within our industry. This is particularly true as competition has gotten more fierce in recent years. Only the best shops have survived. And those shops have very good quality and lead the pack in expertise. This means that scheduling is where and how you can really stand out. But there’s no question that scheduling has its challenges; and, every time we encounter a challenge our schedule is out of date and requires an update.

We spend a lot of time updating the schedule. Following are just a few of the common scheduling challenges that cause us to continually update the schedule:

• Clients change their mind
• Vendors aren’t always reliable
• Mix can vary wildly and so our constraint moves
• Employees do not always have the right skill and their discipline is lacking
• Processes are not reliable
• Machines and tools break
• Quality is not near perfect
• Data is not readily available nor accurate nor communicated
• Communication between silos is difficult

Mold shops usually don’t have the luxury of making the same parts over and over again. The mix of work and amount of repair/emergency work a shop has can change so dramatically week to week that their bottlenecks can move, making on-time delivery a real challenge.

Most shops have tried a number of strategies to improve their on-time delivery and reduce leadtimes—e.g., updated ERP or scheduling software, used some lean techniques or hired an expeditor—but, the results are usually not substantial. And, that’s because typical solutions address the various symptoms, but don’t address the root cause. So how do you address the root cause?

How can you dramatically improve your scheduling?

The Secret Solution

The secret is to stop focusing on efficiency. When you are willing to do that, and put a more effective scheduling system in place, you create a buffer to better absorb all those sources of variability listed above. If you are willing to give this strategy a try and your competitors continue to cling to efficiency, you can create an incredible competitive advantage.

So, what does it mean to be efficient? The definition from Dictionary.com is “performing or functioning in the best possible manner with the least waste of time and effort.” Money and cost should be added to that definition. One of the ways we typically apply efficiency in a shop is by keeping all our equipment and/or people busy so that we don’t waste any capacity and have the highest possible utilization. But to keep our key resources busy they all must have a job to work on, and to increase the likelihood that all resources have work, we typically make all jobs in house available to be worked on. “Available to be worked on” means included in our work-in-process.

This max’s out your work-in-process and increases the pile of work at every work center. That way all key resources have a very high probability of having something to work on. This is particularly relevant in shops where the mix of work can change from week to week. That’s one of the things we do in the name of efficiency.

According to Little’s Law there is a direct correlation between the amount of work-in-process we have and our leadtime. The higher our work-in-process, the longer our leadtimes. Figure 1 is an illustration showing the relationship between work-in-process and leadtime.

The more jobs that wait for their turn, the longer the average queuing time, leading to longer production leadtimes. Example 1 has the most work-in-process and longest leadtime. And, conversely, Example 3 has the least work-in-process and the shortest leadtime. So, as you increase work-in-process, you are also increasing your leadtime—not to mention the amount of cash you have tied up in raw materials. But wait, there’s more—on-time delivery decreases. The diagram does not include the effect of variability. But if it did, it would show that the variability of production leadtime is increased as the queue grows. So the effect of high work-in-process just gets more dramatic the more variability you have. This directly reduces the on-time delivery because it is more difficult to predict the exact production leadtime and to confirm orders accordingly.

High work-in-process can also have an impact on quality. Many production failures occur early in the routing, but are detected much later in the production process (usually at final inspection). If work-in-process is high, the average leadtime is also high, causing a long lag time between the production steps and the final inspection. That means the final inspection step occurs a long time after the step that caused the failure. And because so much time has passed, it can be difficult to determine and correct the root cause of the quality problem, making improvement very difficult. Thus, the higher the work-in-process, the harder it is to detect and correct quality problems.

All of this leads to why you should stop focusing on efficiency. As you stop focusing on efficiency and reduce work-in-process, here’s what happens: Queue time reduces Leadtime reduces Leadtime predictability increases On-time delivery increases Quality increases Cash flow increases

As a result of these improvements, your production leadtime becomes much shorter (if you do it right) than your quoted leadtime. This difference can be used in two ways. First, it creates a buffer allowing you to absorb a fair amount of variability and further enhancing your on-time delivery performance. And secondly, the difference is so big that you can also afford to reduce the quoted leadtime to customers.

 Summary

The combination of a shorter quoted leadtime and 99-percent + due date performance creates a competitive advantage. Understanding that all of this is easier said than done, but it’s not physically hard to do, it is just mentally challenging because we don’t have intuition around this approach. Take some time to digest the negative effects an efficiency focus can have on your shop scheduling.

LearnMore: Check out Dr Lisa’s 47 minute webinar How to Get More Jobs Done Faster at www.velocitySchedulingSystem.com/webinar.

Contributor:  “Dr. Lisa” Lang is one of the foremost Theory of Constraints experts in the world and a sought after manufacturing expert having been named the 2012 Manufacturing Trendsetter in the USA Today for her inexpensive and guaranteed Velocity Scheduling System Coaching Program that has dramatically improved performance of well over 100 highly custom job shops and machine shops.  She has also appeared in CBS News, The Wall Street Journal, Finance.com, About.com, NY Daily News, CNBC, The Boston Globe, The Miami Herald, and others. She is active in helping reshore manufacturing back to the U.S.  and in the NTMA, PMA, and AMT communities having helped member companies to reduce their lead-times and improve due date performance. She worked with Dr. Goldratt who is the father of Theory of Constraints and author of the bestselling book, The Goal. Dr Lisa is the President of the Science of Business specializing in increasing profits of highly custom manufacturers by applying Theory of Constraints, Lean and Six Sigma to operations with Velocity Scheduling System and to engineering/design with Project Velocity System and to marketing with her Mafia Offer Boot Camp.

Here’s the link to the article in MoldMaking Technology Magazine:  http://www.moldmakingtechnology.com/articles/the-secret-to-getting-on-time-and-reducing-leadtimes.

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In Part 1 I covered the Theory of Constraints first Law of Leadership — “Don’t be a sissy!” And I have to admit I was holding my breath as I clicked the send button. I was direct (as I tend to be) and I wasn’t sure what your response would be.

It stirred up a lot of response. My heart rate increased as the first responses starting showing up within 10 minutes! Here are just a few of the first responses I received:

“Liked this one a lot!”

“I really love this – I talk to “just do it” all the time in my work (it’s in a frame on my desk). Adding “don’t be a sissy” is fantastic.”

“Amen”

“Great mail Lisa!”

“Agreed and amen!!”

So now that you know how not to be a sissy and you’ve decided what you are going to go do. Just do it!

“Just do it” does NOT mean steam rolling your people (but at the same time don’t let THEM be sissies!), it means to focus and get it done NOW.

Use the Theory of Constraints buy-in and “yes, but …” processes to get agreement on what you want to do and why you want to do it. These processes also serve to clarify what exactly you’re going to go do and usually the solution improves in the process.

Then, if you have someone who just doesn’t want to do it — do it anyway. Ask them if they are willing to try (really try) it. If so, then get on with it. If not, it maybe it’s time to replace that person with someone who is.

Don’t make excuses as to why you can’t start now. If there are other things going on, and those things are NOT your biggest most important project (yes singular) – stop doing them. You can start them again if they become your biggest priority.

There are really only 2 Theory of Constraints “Just Do It” measures:

1) Reliability – did you do what you said, when you said you’d do it. Whatever the something was you decided to do that we talked about in Part 1 – did you do it on-time? If you are unreliable you didn’t. If you are reliable you did it and finished when you said you would. Due date performance is a type of reliability measure.

2) Effectiveness – you didn’t waste time being distracted on other things and/or doing things you shouldn’t have been done. Ineffectiveness is the biggest cause of unreliability and “not doing”. If you’re doing things you shouldn’t, typically you are making it very difficult to be reliable and get done what you should. Inventory is a type of ineffectiveness measure – if you have produced something ahead of when it was needed in order to be efficient or to save money.

Being ineffective is really a focusing issue – both not working on the right things and working on too many things at one time.

So get really clear on what you’re going to do and what you’re NOT going to do and then get it done.

And to me, that takes care of leadership. There are only 2 things you need to do:

1) Don’t be a sissy!

2) Just do it!

One of the best leaders I’ve interacted with recently was one of my Velocity Scheduling System clients – Tanya DiSalvo, President, Criterion Tool. Her team was struggling with buying into VSS but she held firm (definitely not a sissy) and then focused on doing it. And doing it right, not some watered down version of what the group was first willing to do.

Here’s the payoff she and her team got:

And I received this email update from Tanya:

“Welp it’s Criterion’s <strong >one year anniversary with the VSB (Velocity Scheduling System) and WE STILL love it!

A few major projects went thru our building: new product launch in Oct- Dec, another new product launch currently under way, reduction of staff thru attrition and increase in work, and in most cases we came thru with flying colors.

Attached is our score card. “

If you’d like to leave feedback or a question about Theory of Constraints Leadership please leave a comment on this post.

Wishing you unsissified success,

Dr Lisa

P.S. Make sure that you click on the links above. They link to additional information and some really good stuff.

P.P.S. If you run a custom job shop and are frustrated with scheduling — check out the Velocity Scheduling System Coaching Program http://www.velocityschedulingsystem.com/. 

P.P.P.S Download the “9 Challenges to Scheduling Your Job Shop and Why Your Schedule is Dead on Arrival” special report here: http://www.velocityschedulingsystem.com/ebook/

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I submit to you that there no software system capable of managing the schedule for a job shop optimally. In fact it is easy to be distracted with the idea that software will fix your issues, when the key to a good scheduling system is execution of a good system (not software that is). If you are looking for a true scheduling system that will “fill the holes” let me recommend Dr. Lisa Lang. She helped us install a true scheduling system that lead to significant productivity gains. What’s great is that her system will utilize any of the aforementioned software systems. It’s inexpensive and if you can spare 15 minutes watch her webinar and see if her theories don’t rock your world.

http://www.velocityschedulingsystem.com/

Posted
by Tra Willbanks on LinkedIn

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We have an interesting challenge in that we are a custom job shop but are now adding some production that has annual requirements for 100,000 piece runs, and those runs will take a cell with 1 CNC lathe and 2 CNC mills at minimum running 20 hours each day. The rest of the shop changes over every other day or so. We use a modified version of the “Velocity Scheduling System” and have mproved our on time delivery by 20% and our profit by 100%.    Keith Garrison

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