Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2007 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

There are at least three very good reasons to make the link between the improvement in executing projects and the performance of the business. Linking the few critical chain rules to the business performance can make the implementation sustainable. P ...

Case study, testimonial and experience shared during the 2008 Project Flow Conference.

This video presents the improvements made by Votorantim (Brazil) in delivering their projects on-time and within planned budget, when they were not able to do that in the past.

This video shows the results obtained by the US Air Force, Tinker Air Force Base, 76th PMXG. They went from 137 days to 42 days backshop cycle time (69% reduction), from 260 parts/month backshop throughput to 434 (67% increase) and from 18 days cy ...

Video presenting the lessons learned: Not playing and tracking, but synchronized execution; Culture and behaviours are an effect, not a prerequisite; How top management can play an active role; and these 3 rules can also be applied to non-project wor ...

Greg Wallace, Production Manager of the Aircraft Maintenance and Upgrades of the US Navy, Fleet Readiness Center Southeast, P-3, presents their achievements: Increase in production of 9 aircrafts in the first 9 months of 2009 compared to 6 aircraft ...

In this video, the Helicopter Maintenance, Repair and Overhaul of the US Army, Corpus Christi Army Depot present their results achieved by implementing Critical Chain: Throughput from 5.4 to 6.3 aircraft per month, Black Hawk throughput increased ...

Patrik Ernst and Rudy Keller present the results that Alcan Alesa Engineering Ltd. has achieved by implementing Critical Chain: increased the completed projects from 6.9 to 10 projects per year and 31% increase in throughput-dollars.

In this video is presented the results achieved by ABB Córdoba after implementing Critical Chain: Reduced cycle time from 8 months to 3 months, from 85% to 95% increase in on-time delivery and 16% increase in manufacturing throu

Dr. Goldratt shares his view about setting a goal, explaining what he means by the concept of "different identicals". He then goes into the difficulty of quantifying and therefore the mistakes and distortions under the use of measurements.

Dr. Goldratt talks about the gap that exists between Academia and Business and shows the benefits of enabling real-life learning for Professors, and how teaching their area of specialization through a holistic approach offers an undeniable competitiv ...

CCPM Implementation results at Ismeca Semiconductor: 64 days overall cycle time (25% reduction), 10 days production cycle time (60% reduction), 22 machines in 5 months (47% higher throughput), 22% improvement in EBIT.  

Heineken Spain achieves results using Theory of Constraints: 20% faster time-to-market, 98% on-time delivery, 10% of projects finished ahead of schedule.

Results of implementing CCPM in a project of constructing a TGV Station in Belgium by Emesa, a spanish company. Completed 11 months of work in 6 months. Project on time (€5M penalty avoided).

video description

Mahesh Reddy presents a case study of CCPM implementation in Dr. Reddy's Laboratories: 11 projects completed (83% increase), 80% projects on time (60% increase), 110 filings in 2010 (30% increase), 149 launches in 2010 (75% increase), 563 days c ...

Video presenting the results obtained by the Engine & Component Maintenance division of Delta Air Lines, inc after applying Theory of Constraints: 586 engines produced per year (23% increase), 30% reduction in engine turnaround time, 15 days piece ...

Case study explaining how Emcocables, a Colombian-based wire manufacturing firm whose products include pre-stress concrete, electrical conductors, wires and more, managed to shorten the time to open a new factory by 25% by applying CCPM, and how they ...

A TOC Manager is a person who wants to ever improve the performance of their systems using TOC. A successful TOC implementation needs good solutions, strong leadership and supportive organization. The presentation addresses the major challenges facin ...

The Project Factory by Pierre Jaeck

Completed large projects in 189 days (37% reduction). Completed small projects in 151 days (33% reduction). Throughput increased to 30 projects per quarter.

Similar project ran for only 6 months. 90% on-time delivery (within one week).

100% due-date performance. 30% reduction in lead times and sampling costs.

Completed C-Check in 11.5 days, a 18% cycle time reduction.

Completed 7 projects in 2009 (40% throughput increase) and 9 projects in 2010 (100% throughput increase). 11% reduction in lead times.

Cycle time for Financial Module project reduced to 172 days (26% reduction). Cycle time for HR Module projects reduced to 213 days (26% reduction).