Scope of provided services

During the quarantine, open trainings are conducted remotely. More detailed information on which e-learning videos you can purchase and start learning immediately can be found in the general e-learning description below.

During open and internal e-training, methodologies (practical guidelines) are presented on how to significantly increase the organization's performance in a relatively short time and almost without additional investments. The e-learning material is prepared according to the Theory of Constraints (TOC) and Lean Manufacturing (LEAN) methodologies and based on the lecturers' experience. Open and internal e-learning includes the theoretical part, discussions and practical tasks of theory application.

We offer specialized internal e-training tailored to the company's needs for organizations operating in every environment - production, trade, industry, construction, logistics, project management, services, retail management. An internal e-learning group can have no more than 16 participants. For the price of internal e-training and more detailed information, please contact us by e-mail - info@toc.lt.

The intended goals of open and internal e-learning are:

• In order for e-learning to help the company gain a real competitive advantage, both top managers and all employees must agree on one common goal and move towards it using effective methods.
• In order for the company to achieve better results, everyone working should learn to coordinate all their actions in such a way that the overall performance of the company by creating added value is constantly growing. Such activity is called increasing the company's economic throughput.
• A company's competitive advantage is gained by improving processes that better meet customer needs (faster delivery of products, provision of additional services).
• A company that smoothly organizes its operational processes manages and makes the most of its limitations in such a way that leads to continuous growth of the company and increase in profits.

Added value of training

Operational efficiency

When improving the efficiency of the organization's activities, the focus is not on the entire system, but on one point of the system - the limitation.

Limit setting

A bottleneck is the narrowest point in an organization that determines the bandwidth of the entire organization and determines the amount of cash flow during the same period.

Constraint Exploitation

First, fully utilize the capacity of the existing limitation without additional investment.

Continuous improvement

The company must undertake a continuous improvement process, during which it is constantly monitored whether the limitation of the system has not changed.

Performance management

By managing limitations, the company earns more profit, because after rejecting false assumptions, it seeks to increase the benefits provided to its customers and increase the added value received.

The performance of any system is determined by several elements - constraints . Therefore, it is essential that all management efforts are focused on these limitations.

Scope of provided services

In order to create a common mindset, it is necessary to unify the terminology of all team members. It is also important that everyone understands the impact of the restriction on the organization's activities, as well as the 5 steps of Focus:

• Identify the limitation
• Exploit the limitation
• Subject the entire system to exploiting the constraint
• Expand the restriction

If the previous step broke the constraint, go back to step 1

We plan implementation projects in such a way as to minimize the time required to achieve the first results and eliminate the possible destabilizing effect. During the implementation, our experts work closely with the company's employees, ensuring the fastest possible result and playing the role of "playing coach".

The implementation process is divided into three parts: 

• planning
• actual implementation (implementation)
• stabilization

We can help you in these areas

Production management

The principles of Theory of Constraints (TOC) and Lean Manufacturing (LEAN) are applied in the process of increasing the efficiency of production processes.

Service management

Management of service processes by applying TOC and LEAN methodologies - the aim of increasing the efficiency of the operational process

Project Management (CCPM)

During project management, the TOC Critical Chain method, called CCPM (Critical Chain Project Management), is applied.

Inventory (Supply Chain) Management

It is possible to significantly improve the indicator of availability of goods, and at the same time improve the turnover of stocks

Increasing the efficiency of business processes

Does not require large investments - the increase in income from lost sales greatly increases the company's profitability (ROI)

Increasing profitability

Management of service processes by applying TOC and LEAN methodologies - the aim of increasing the efficiency of the operational process

Efficiency analysis is one of the main methods of controlling the company's operational processes, allowing to assess the company's efficiency , identify opportunities to improve performance indicators, measure and prepare recommendations for further actions.

Scope of provided services

A team of certified consultants applying TOC and LEAN management methodologies conducts company efficiency analyses, implements advanced business management tools and implements unique projects that help achieve process efficiency improvement goals, which are:

• assess the current situation of the company's processes
• identify possible actions to improve efficiency
• determine the expected benefits of improvement actions
• to evaluate the necessary investments for increasing the efficiency of processes
• create an action plan for increasing efficiency

During the analysis of the efficiency of the company's processes, the aim is to evaluate the company's main indicators and their dynamics, problems (undesired consequences), limitation and the level of its utilization, to provide recommendations and process monitoring indicators, the expected benefits of changes and the plan of the sequence of actions (project) of changes.

To improve any system, we must follow a simple yet reliable process. We need to answer three questions: 

• what to change
• what to change to?
• how to implement changes?

We can help you in these areas

Production management

The principles of Theory of Constraints (TOC) and Lean Manufacturing (LEAN) are applied in the process of increasing the efficiency of production processes.

Service management

Management of service processes by applying TOC and LEAN methodologies - the aim of increasing the efficiency of the operational process

Project Management (CCPM)

During project management, the TOC Critical Chain method, called CCPM (Critical Chain Project Management), is applied.

Inventory (Supply Chain) Management

It is possible to significantly improve the indicator of availability of goods, and at the same time improve the turnover of stocks

Increasing the efficiency of business processes

Does not require large investments - the increase in income from lost sales greatly increases the company's profitability (ROI)

Increasing profitability

Management of service processes by applying TOC and LEAN methodologies - the aim of increasing the efficiency of the operational process

The most productive process synchronization methodology

The achievements of companies applying the Theory of Constraints (created by Dr. Eli Goldratt) show that it is the most advanced organizational management methodology in the world. Practical achievements have proven that the Theory of Constraints is much more effective than other management methodologies, such as JIT (Just-In-Time) , TQM (Total Quality Management) , LEAN (Toyota Production System) , Six Sigma , etc. Using the Theory of Constraints, many global organizations, regardless of size and direction of activity, significantly increased their performance, established themselves in new markets, escaped from stagnation and dug out of bankruptcy.

A practical study conducted by APICS (The Association for Operations Management) in 2006 confirms the fact that using Six Sigma or LEAN together with the Theory of Constraints produces a synergistic effect that is 24 times more effective than Six Sigma alone and 10 times more effective than LEAN alone.

Theory of Constraints is a universal theory that states that every system must have at least one constraint and that the main goal of a company is to make money.

Lean (synchronous) production

LEAN is a business, production process management methodology, according to which an operating company achieves the highest possible profit with the smallest financial investments and the smallest number of employees.

The methodology is based on the fact that standardization and shortening of operational processes are of the greatest importance in achieving the company's financial success. By working according to LEAN , in a couple of years of production or even less, the implementation time of projects can be reduced tenfold. According to the system, actions are standardized as much as possible by abandoning all unnecessary, non-value-creating activities. You need to do only what is necessary to achieve the result and satisfy the client's needs. Proper organization of processes avoids downtime, excess or shortage of inventory and production, and rework.

By applying LEAN, results are achieved easily and quickly. Most importantly, they are visible - measured by a significant increase in profits. The basis of the methodology is that what has been done for decades is not always suitable now. Positive change is achieved by changing attitudes, discarding false assumptions and re-engineering processes.

The vision of a manager working according to LEAN is for his company's processes to work like a perfectly adjusted conveyor: smoothly, without downtime in "bottlenecks", efficiently and profitably.

Synergy of TOC, LEAN and Six Sigma methodologies

TOC (Theory Of Constraints) is a methodology that requires analyzing the entire system to find the key points of the system. Key points determine the performance of the entire system. If in medical terms, it would most correspond to diagnostics. You need to find where something is going wrong in the system.

The LEAN methodology focuses on eliminating non-value-added activities. In medicine, this would correspond to the treatment stage, because we remove the causes that prevent a specific organ from functioning normally.

Six Sigma is quality. But how do we understand it? I try to be as simple as possible. A template is created. And if we copy it, the copy must not deviate from the original. If it deviates more than expected, we get a defect. In the medical rehabilitation stage, they try to bring your body to the norms of a healthy person. And where there is a deviation (alleged defect), action is taken. By the way, when you are discharged from a medical institution, you are given a whole bunch of recommendations. Here you should adopt the Six Sigma methodology and not deviate from the recommendations, otherwise you will get a defect ie a recurring disease.

Thus, each methodology focuses on a specific question. TOC is more about the question "where is bad?", LEAN - "how to change everything quickly to make it good?", and Six Sigma - "how to guarantee that the changes will stick?".

Of course, these questions are conditional, because the methodologies do not stand still and evolve. More precisely, it merges. Let's say that LEAN declares that it makes no sense to use it everywhere and for everything, you need to first determine where it pays off. And then links to the TOC can be found . Six Sigma also does not stand still, so it borrowed some of the ideas of the LEAN methodology and named them in its own terms.

The mentioned methods simply complement each other, and when using them, one should not forget that each disease has its own medicine, and the consultant, like a good doctor, must choose the right method to solve the problem. And run away from those consultants who say TOC  or LEAN is the best methodology because it sounds like I have a cure for everything. No one believes in such medicines for a long time.