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<title>Theory of Constraints - Business Exchange</title>
<subtitle>Most Active Articles</subtitle>
<link href="http://bx.businessweek.com/theory-of-constraints/most-active/feed" rel="self"/>
<link href="http://bx.businessweek.com/theory-of-constraints"/>
<updated>2009-11-24T04:30:58.206-05:00</updated>
<author>
<name>Business Exchange</name>
<email>Business_Exchange@businessweek.com</email>
</author>
<id>urn:com:businessweek:bx:topic:most-active:theory-of-constraints</id>
<bx:suggester>
<bx:fullname>Martin Lindeskog</bx:fullname>
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<entry>
<title>Using FIFO in the Value Stream Mapping process for Marketing</title>
<link href="/theory-of-constraints/using-fifo-in-the-value-stream-mapping-process-for-marketing/17904563102280848972-2e9a1cc8a9edab780617c9244d0ca53b/"/>
<id>urn:com:businessweek:bx:article:17904563102280848972-2e9a1cc8a9edab780617c9244d0ca53b</id>
<updated>2009-11-11T22:59:23.927-05:00</updated>
<summary>In the Value Stream Mapping process a FIFO lane is used for the unusual stuff that often involves unique processing instructions. The problem with using it in marketing is that everyone could be a FIFO.</summary>
<content type="html">In the Value Stream Mapping process a FIFO lane is used for the unusual stuff that often involves unique processing instructions. The problem with using it in marketing is that everyone could be a FIFO.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/using-fifo-in-the-value-stream-mapping-process-for-marketing/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
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<entry>
<title>Lean Tools and Culture as it relates to Zen</title>
<link href="/theory-of-constraints/lean-tools-and-culture-as-it-relates-to-zen/5820890580682378839-0b53c46d0a16a5750652d4f6bc430918/"/>
<id>urn:com:businessweek:bx:article:5820890580682378839-0b53c46d0a16a5750652d4f6bc430918</id>
<updated>2009-11-11T01:14:08.144-05:00</updated>
<summary>But when you understand Zen, you see the mountain as a mountain. I feel the same thing about the tools.</summary>
<content type="html">But when you understand Zen, you see the mountain as a mountain. I feel the same thing about the tools.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/lean-tools-and-culture-as-it-relates-to-zen/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
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</entry>
<entry>
<title>A Little Law applied in Lean Marketing</title>
<link href="/theory-of-constraints/a-little-law-applied-in-lean-marketing/11164132193354538032-12215c7cdcca22c42cb9625059b0546f/"/>
<id>urn:com:businessweek:bx:article:11164132193354538032-12215c7cdcca22c42cb9625059b0546f</id>
<updated>2009-11-06T09:36:58.280-05:00</updated>
<summary>Understanding some of the drivers of this process is much simpler than you might think. A simple equation called Little’s Law can tell us how long it will take any prospect to be turned into a sale simply by counting how many customers are in your funnel and how many sales we complete each day, week, etc.</summary>
<content type="html">Understanding some of the drivers of this process is much simpler than you might think. A simple equation called Little’s Law can tell us how long it will take any prospect to be turned into a sale simply by counting how many customers are in your funnel and how many sales we complete each day, week, etc.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/a-little-law-applied-in-lean-marketing/#</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
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<entry>
<title>A Little more on applying Little’s Law to Lean your Marketing!</title>
<link href="/theory-of-constraints/a-little-more-on-applying-littles-law-to-lean-your-marketing/5209686555848409080-956432a991cb05c067706cd9a17e36fb/"/>
<id>urn:com:businessweek:bx:article:5209686555848409080-956432a991cb05c067706cd9a17e36fb</id>
<updated>2009-11-06T23:59:53.061-05:00</updated>
<summary>Throughput is the measure that drives Theory of Constraints. In your marketing process, this makes perfect sense, you should be measured by...</summary>
<content type="html">Throughput is the measure that drives Theory of Constraints. In your marketing process, this makes perfect sense, you should be measured by...</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/a-little-more-on-applying-littles-law-to-lean-your-marketing/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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</entry>
<entry>
<title>Most Marketing Systems are Out of Control.</title>
<link href="/theory-of-constraints/most-marketing-systems-are-out-of-control/14654484201381158567-a3d3192ca8c0fa24301be5effa7f4c14/"/>
<id>urn:com:businessweek:bx:article:14654484201381158567-a3d3192ca8c0fa24301be5effa7f4c14</id>
<updated>2009-11-05T18:02:45.196-05:00</updated>
<summary>They have not been managed with understanding of the process speed and the effect of the flow on the process. As a result, performance has to be sub-standard.</summary>
<content type="html">They have not been managed with understanding of the process speed and the effect of the flow on the process. As a result, performance has to be sub-standard.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/most-marketing-systems-are-out-of-control/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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<entry>
<title>Using DMAIC for your A3 Report in the Lean Marketing House</title>
<link href="/theory-of-constraints/using-dmaic-for-your-a3-report-in-the-lean-marketing-house/1291020612731626963-628bb0e5ed9a6de6b4ae661b24c73e45/"/>
<id>urn:com:businessweek:bx:article:1291020612731626963-628bb0e5ed9a6de6b4ae661b24c73e45</id>
<updated>2009-10-27T14:10:06.771-04:00</updated>
<summary>Your goal is not to complete the A3 report, it is to harness all of the benefits through implementation from the problem solving that took place.</summary>
<content type="html">Your goal is not to complete the A3 report, it is to harness all of the benefits through implementation from the problem solving that took place.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/using-dmaic-for-your-a3-report-in-the-lean-marketing-house/#</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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</entry>
<entry>
<title>Duct Tape Marketing recognizes Lean Six Sigma Marketing Coach with Certification</title>
<link href="/theory-of-constraints/duct-tape-marketing-recognizes-lean-six-sigma-marketing-coach-with-certification/3189476930668474522-a88336ac63658f31fc01540c7de3e1a0/"/>
<id>urn:com:businessweek:bx:article:3189476930668474522-a88336ac63658f31fc01540c7de3e1a0</id>
<updated>2009-10-26T16:58:01.859-04:00</updated>
<summary>Duct Tape Marketing organization developed this initiative and established levels of Duct Tape Marketing Coaching accreditation in an effort to place heavy emphasis on the success factors of the Duct Tape Marketing system.</summary>
<content type="html">Duct Tape Marketing organization developed this initiative and established levels of Duct Tape Marketing Coaching accreditation in an effort to place heavy emphasis on the success factors of the Duct Tape Marketing system.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/duct-tape-marketing-recognizes-lean-six-sigma-marketing-coach-with-certification/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
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<entry>
<title>Using the Theory of Constraints in the Lean Marketing House - Video</title>
<link href="/theory-of-constraints/using-the-theory-of-constraints-in-the-lean-marketing-house---video/16229748651128564738-d2c98418f6378f65ff2a955d8c148c7c/"/>
<id>urn:com:businessweek:bx:article:16229748651128564738-d2c98418f6378f65ff2a955d8c148c7c</id>
<updated>2009-10-22T23:13:37.701-04:00</updated>
<summary>This video series will explain the process I use in building the Lean Marketing House. This particular segment is an overview of the Theory of Constraints and how it applies in the Lean Marketing House.</summary>
<content type="html">This video series will explain the process I use in building the Lean Marketing House. This particular segment is an overview of the Theory of Constraints and how it applies in the Lean Marketing House.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/using-the-theory-of-constraints-in-the-lean-marketing-house/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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</entry>
<entry>
<title>The Goal By Eliyahu Goldratt &amp; Jeff Cox (Ebook + Audiobook)</title>
<link href="/theory-of-constraints/the-goal-by-eliyahu-goldratt--jeff-cox-ebook--audiobook/2860717032007490407-d8f04e16d2399b9454e91822a638c152/"/>
<id>urn:com:businessweek:bx:article:2860717032007490407-d8f04e16d2399b9454e91822a638c152</id>
<updated>2008-11-12T22:16:00.000-05:00</updated>
<summary>The Goal By Eliyahu Goldratt &amp; Jeff Cox (Ebook + Audiobook) ... readable business novel, which illustrates state-of-the-art economic theory, Alex...</summary>
<content type="html">The Goal By Eliyahu Goldratt &amp; Jeff Cox (Ebook + Audiobook) ... readable business novel, which illustrates state-of-the-art economic theory, Alex...</content>
<source>
<title>BwTorrents</title>
</source>
<bx:external-link>http://www.bwtorrents.com/showthread.php?t=185040</bx:external-link>
<bx:adder>
<bx:fullname></bx:fullname>
<bx:id></bx:id>
<bx:link href=""/>
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</entry>
<entry>
<title>Lean Marketing House Overview – Video</title>
<link href="/theory-of-constraints/lean-marketing-house-overview--video/1935368680846479192-0c57096996cce0d0633eaf236bb77207/"/>
<id>urn:com:businessweek:bx:article:1935368680846479192-0c57096996cce0d0633eaf236bb77207</id>
<updated>2009-10-19T01:13:00.421-04:00</updated>
<summary>This particular segment is a quick overview of the Lean Marketing House. It discusses the 4 disciplines that are used Duct Tape Marketing, Lean, Six Sigma and Theory of Constraints.</summary>
<content type="html">This particular segment is a quick overview of the Lean Marketing House. It discusses the 4 disciplines that are used Duct Tape Marketing, Lean, Six Sigma and Theory of Constraints.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/lean-marketing-house-overview-video/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
</bx:adder>
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<entry>
<title>Why does The Pillars of the Lean Marketing House™ crumble?</title>
<link href="/theory-of-constraints/why-does-the-pillars-of-the-lean-marketing-house-crumble/17507405361650393758-cdfc88950c0ace7a3915dcb78344acd8/"/>
<id>urn:com:businessweek:bx:article:17507405361650393758-cdfc88950c0ace7a3915dcb78344acd8</id>
<updated>2009-10-15T01:59:06.932-04:00</updated>
<summary>When completed, The Pillars provide clarity, the budgetary requirements and a platform for management to buy into and support. However, it lacks the foundation needed for implementation and measurement that is required for successful deployment.</summary>
<content type="html">When completed, The Pillars provide clarity, the budgetary requirements and a platform for management to buy into and support. However, it lacks the foundation needed for implementation and measurement that is required for successful deployment.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/why-does-the-pillars-of-the-lean-marketing-house%E2%84%A2-crumble/#</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
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</entry>
<entry>
<title>Improve your Marketing Cycle, Increase your Revenue</title>
<link href="/theory-of-constraints/improve-your-marketing-cycle-increase-your-revenue/15930710266723031102-c139003f4e0a926083a2ba42cf1027eb/"/>
<id>urn:com:businessweek:bx:article:15930710266723031102-c139003f4e0a926083a2ba42cf1027eb</id>
<updated>2009-10-12T23:12:18.527-04:00</updated>
<summary>Most companies deliver good presentations, advertise and get good PR. Where they fall short is handing the baton from one stage to the next. Non-activity turns marketing rotten.</summary>
<content type="html">Most companies deliver good presentations, advertise and get good PR. Where they fall short is handing the baton from one stage to the next. Non-activity turns marketing rotten.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/improve-your-marketing-cycle-increase-your-revenue/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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<entry>
<title>Value Stream Marketing: It’s just not about the Value</title>
<link href="/theory-of-constraints/value-stream-marketing-its-just-not-about-the-value/13240812601827521847-3e295850fa5ec6fb2c49adad69ab9142/"/>
<id>urn:com:businessweek:bx:article:13240812601827521847-3e295850fa5ec6fb2c49adad69ab9142</id>
<updated>2009-10-09T11:53:23.376-04:00</updated>
<summary>Just as important though is the Stream or Flow of the process. Without managing this, you will end up creating a great deal of wasted effort in your marketing process.</summary>
<content type="html">Just as important though is the Stream or Flow of the process. Without managing this, you will end up creating a great deal of wasted effort in your marketing process.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/value-stream-marketing-it%E2%80%99s-just-not-about-the-value/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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<entry>
<title>Using the Theory of Constraints to improve your Marketing Hourglass</title>
<link href="/theory-of-constraints/using-the-theory-of-constraints-to-improve-your-marketing-hourglass/11273961187921822058-461953742d606583ca0bfa04c926117b/"/>
<id>urn:com:businessweek:bx:article:11273961187921822058-461953742d606583ca0bfa04c926117b</id>
<updated>2009-09-30T16:59:09.195-04:00</updated>
<summary>I use the Duct Tape Marketing Hourglass as a pattern to create a logical path. However, I don’t stop there, because if you want a flood of new clients…</summary>
<content type="html">I use the Duct Tape Marketing Hourglass as a pattern to create a logical path. However, I don’t stop there, because if you want a flood of new clients…</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/using-the-theory-of-constraints-to-improve-your-marketing-hourglass/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
</bx:adder>
<bx:action>
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<entry>
<title>Theory of Constraints + Lean + Six Sigma = Ultimate Improvement Cycle</title>
<link href="/theory-of-constraints/theory-of-constraints--lean--six-sigma--ultimate-improvement-cycle/11512766374229981078-9fd6ecd57892df700ba06947b8ad6aab/"/>
<id>urn:com:businessweek:bx:article:11512766374229981078-9fd6ecd57892df700ba06947b8ad6aab</id>
<updated>2009-09-08T22:36:33.679-04:00</updated>
<summary>I was distracted and saw that I had a couple of LinkedIn invitations and decided to review them instead. One of the invitations was from Bob Sproull. I stopped a second and looked over at the 2 books on the library table. Yep, I was correct, Bob Sproull, author of The Ultimate Improvement Cycle was not only on my library table, but in me inbox as well. </summary>
<content type="html">I was distracted and saw that I had a couple of LinkedIn invitations and decided to review them instead. One of the invitations was from Bob Sproull. I stopped a second and looked over at the 2 books on the library table. Yep, I was correct, Bob Sproull, author of The Ultimate Improvement Cycle was not only on my library table, but in me inbox as well. </content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/theory-of-constraints-lean-six-sigma-ultimate-improvement-cycle/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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<entry>
<title>Combining the Theory of Constraints and Lean Six Sigma</title>
<link href="/theory-of-constraints/combining-the-theory-of-constraints-and-lean-six-sigma/5477375633848347559-22461437dfb526a9b0b2c4f6e823eb5f/"/>
<id>urn:com:businessweek:bx:article:5477375633848347559-22461437dfb526a9b0b2c4f6e823eb5f</id>
<updated>2009-09-17T23:48:01.667-04:00</updated>
<summary>Mark is a recognized expert in the Theory of Constraints, Supply Chain Management, Project Management, and Continuous Improvement. He has earned the founder’s implementer certification from the TOC-ICO.</summary>
<content type="html">Mark is a recognized expert in the Theory of Constraints, Supply Chain Management, Project Management, and Continuous Improvement. He has earned the founder’s implementer certification from the TOC-ICO.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/combining-the-theory-of-constraints-and-lean-six-sigma/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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<entry>
<title>E-Book on integrating Lean, Six Sigma, Theory of Constraints</title>
<link href="/theory-of-constraints/e-book-on-integrating-lean-six-sigma-theory-of-constraints/1596460216047751923-22ef03272817e615702e862d9796bb2f/"/>
<id>urn:com:businessweek:bx:article:1596460216047751923-22ef03272817e615702e862d9796bb2f</id>
<updated>2009-09-22T10:45:06.507-04:00</updated>
<summary>I find it interesting because bottlenecks and constraints are an integral part of Lean and Six Sigma training but TOC has never seemed to be on an equal platform. Bob, talks about this...</summary>
<content type="html">I find it interesting because bottlenecks and constraints are an integral part of Lean and Six Sigma training but TOC has never seemed to be on an equal platform. Bob, talks about this...</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/ebook-on-integrating-theory-of-constraints-with-lean-six-sigma/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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</entry>
<entry>
<title>The best Marketing in the world has failed, NOW WHAT!</title>
<link href="/theory-of-constraints/the-best-marketing-in-the-world-has-failed-now-what/6135629517830812323-da0caa283341eb2ad269b2b15ede0678/"/>
<id>urn:com:businessweek:bx:article:6135629517830812323-da0caa283341eb2ad269b2b15ede0678</id>
<updated>2009-09-23T01:18:46.964-04:00</updated>
<summary>Find out why you may not need any of these things and how changing one simple thing could bring you a flood of new customers.</summary>
<content type="html">Find out why you may not need any of these things and how changing one simple thing could bring you a flood of new customers.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/the-best-marketing-in-the-world-has-failed-now-what/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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<entry>
<title>Systems2win will demonstrate latest Lean Software tools at AME Conference</title>
<link href="/theory-of-constraints/systems2win-will-demonstrate-latest-lean-software-tools-at-ame-conference/15929617458932477309-e3dcbd3eb5d22223ed499f9cf8f22c4f/"/>
<id>urn:com:businessweek:bx:article:15929617458932477309-e3dcbd3eb5d22223ed499f9cf8f22c4f</id>
<updated>2009-09-21T14:35:57.802-04:00</updated>
<summary>Systems2win will exhibit at the AME, Association of Manufacturing Excellence, Kentucky 2009 International Lean conference to be held October 19-23, 2009. Systems2win is a supplier of Lean Six Sigma software tools and will be highlighting their Value Stream Mapping/Management system and their Standard Work template.</summary>
<content type="html">Systems2win will exhibit at the AME, Association of Manufacturing Excellence, Kentucky 2009 International Lean conference to be held October 19-23, 2009. Systems2win is a supplier of Lean Six Sigma software tools and will be highlighting their Value Stream Mapping/Management system and their Standard Work template.</content>
<source>
<title>pitch.pe</title>
</source>
<bx:external-link>http://pitch.pe/26222</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
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</entry>
<entry>
<title>The Theory Of Constraints Exposed</title>
<link href="/theory-of-constraints/the-theory-of-constraints-exposed/17393811278271971658-8a51de4abfb32f2eae9054a60f58c1da/"/>
<id>urn:com:businessweek:bx:article:17393811278271971658-8a51de4abfb32f2eae9054a60f58c1da</id>
<updated>2008-10-10T11:38:51.731-04:00</updated>
<summary>In today&#39;s competitive global economic marketplace, manufacturers are struggling to squeeze out 5% to 7% operational cost reductions. The reality is startling. If a plant is not consistently improving performance, it is in danger of closing. However, if a company is able to find a way to increase throughput with the same or less resources, it may mean the difference between continuing operations in North America or moving them to lower cost regions around the world. </summary>
<content type="html">In today&#39;s competitive global economic marketplace, manufacturers are struggling to squeeze out 5% to 7% operational cost reductions. The reality is startling. If a plant is not consistently improving performance, it is in danger of closing. However, if a company is able to find a way to increase throughput with the same or less resources, it may mean the difference between continuing operations in North America or moving them to lower cost regions around the world. </content>
<source>
<title>industryweek.com</title>
</source>
<bx:external-link>http://www.industryweek.com/ReadArticle.aspx?ArticleID=13669</bx:external-link>
<bx:adder>
<bx:fullname>Michelle Lockett</bx:fullname>
<bx:id>mlockett714</bx:id>
<bx:link href="http://bx.businessweek.com/profile/michelle-lockett/mlockett714/"/>
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</entry>
<entry>
<title>Can Theory of Constraints and Lean Six Sigma co-exist</title>
<link href="/theory-of-constraints/can-theory-of-constraints-and-lean-six-sigma-co-exist/11299385123768094366-f8b1d1e48f734df4aa2538f1a1d63b8e/"/>
<id>urn:com:businessweek:bx:article:11299385123768094366-f8b1d1e48f734df4aa2538f1a1d63b8e</id>
<updated>2009-09-18T17:09:47.385-04:00</updated>
<summary>Our discussion centered around The Ultimate Improvement Cycle: Maximizing Profits through the Integration of Lean, Six Sigma, and the Theory of Constraints show you how to draw...</summary>
<content type="html">Our discussion centered around The Ultimate Improvement Cycle: Maximizing Profits through the Integration of Lean, Six Sigma, and the Theory of Constraints show you how to draw...</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/can-theory-of-constraints-and-lean-six-sigma-co-exist/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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<entry>
<title>Theory of Constraints, Lean, Six Sigma Integration</title>
<link href="/theory-of-constraints/theory-of-constraints-lean-six-sigma-integration/15724946043318049909-fb680f53aea8b949430302d28ad971e7/"/>
<id>urn:com:businessweek:bx:article:15724946043318049909-fb680f53aea8b949430302d28ad971e7</id>
<updated>2009-08-31T23:20:12.929-04:00</updated>
<summary>On the Business901 podcast, Mark discussed the integration of Theory of Constraints, Lean and Six Sigma and how they significantly improve bottom line results.</summary>
<content type="html">On the Business901 podcast, Mark discussed the integration of Theory of Constraints, Lean and Six Sigma and how they significantly improve bottom line results.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/tls-theory-of-constraints-lean-six-sigma-integration/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
</bx:adder>
<bx:action>
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</entry>
<entry>
<title>The Goal: A Process of Ongoing Improvement - Eliyahu M. Goldratt</title>
<link href="/theory-of-constraints/the-goal-a-process-of-ongoing-improvement---eliyahu-m-goldratt/2756962093988582557-4baf823d8d399cb4295212207b5e5f78/"/>
<id>urn:com:businessweek:bx:article:2756962093988582557-4baf823d8d399cb4295212207b5e5f78</id>
<updated>2009-01-03T23:02:00.000-05:00</updated>
<summary>Mr. Goldblatt&#39;s also explains his Theory of Constraints and how to consider bottlenecks. Good book and a very easy read.</summary>
<content type="html">Mr. Goldblatt&#39;s also explains his Theory of Constraints and how to consider bottlenecks. Good book and a very easy read.</content>
<source>
<title>Manager Tools Forums</title>
</source>
<bx:external-link>http://www.manager-tools.com/forums-3511/</bx:external-link>
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<bx:fullname></bx:fullname>
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<entry>
<title>The Theory of Constraints Applied to Formation of a Retail Sales...</title>
<link href="/theory-of-constraints/the-theory-of-constraints-applied-to-formation-of-a-retail-sales/8677653641673373184-29002145ca7f98cd2d1e9f0667da9848/"/>
<id>urn:com:businessweek:bx:article:8677653641673373184-29002145ca7f98cd2d1e9f0667da9848</id>
<updated>2009-01-16T02:17:00.000-05:00</updated>
<summary>Goldratt and Cox introduced the Theory of Constraints (TOC) in 1984. The theory looks at the practical aspects...</summary>
<content type="html">Goldratt and Cox introduced the Theory of Constraints (TOC) in 1984. The theory looks at the practical aspects...</content>
<source>
<title>business &amp;laquo; WordPress.com Tag Feed</title>
</source>
<bx:external-link>http://poetreearborist.wordpress.com/2009/01/16/the-theory-of-constraints-applied-to-formation-of-a-retail-sales-division/</bx:external-link>
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<bx:fullname></bx:fullname>
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<entry>
<title>Improve throughput, cut your customers in half!</title>
<link href="/theory-of-constraints/improve-throughput-cut-your-customers-in-half/12221369049065474216-b0e635e6614d6dc133a087e712c29895/"/>
<id>urn:com:businessweek:bx:article:12221369049065474216-b0e635e6614d6dc133a087e712c29895</id>
<updated>2009-09-05T08:28:12.734-04:00</updated>
<summary>My opinion is that why not try to decrease your Work in Process or in other words, Customers. Now, in a recession, it may be done for you naturally, but let me tell you how this may be a good thing.</summary>
<content type="html">My opinion is that why not try to decrease your Work in Process or in other words, Customers. Now, in a recession, it may be done for you naturally, but let me tell you how this may be a good thing.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/improve-throughput-cut-your-customers-in-half/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
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