toc应用在印行业的案例.docVIP

TOC应用在印刷行业的案例 Interview with Craig Mead, Book Manufacturing?Vice President Finance, Thomson-Shore, Dexter, Michigan?对图书印刷业人士、密歇根州 德克斯特市 托马斯—舒尔公司 财务副总 格雷格?米德的采访?DW: Tell me about Thomson-Shore.?伟福：请介绍一下托马斯—舒尔公司。?CM: Were in Dexter, Michigan, just outside Ann Arbor. Approximately 40% of our customers are university presses. We would be considered a short-run printer, meaning we print runs of between 200 and 10,000 copies. Were also an ESOP company-98% of the stock is owned by the employees. Weve had as many as 300 employees. Right now were at 280.?米德：我们座落于密歇根州德克斯特市，就在安娜堡附近，我们的客户中有40%是大学出版社，我们可以说是小印量印刷商，这就是说，我们的印量在200册至10000册之间，我们的公司还推行员工持股计划——大约98%股票由员工持有，我们的员工人数曾高至300人，现在是280人。?DW: 1 understand that everybody in your company has read The Goal.?伟福：我知道你公司所有人都读过《目标》。?CM: We made it mandatory reading for all our employees.?米德：我要求所有员工都必须读。?DW: Top to bottom??伟福：从上至下？?CM: Yes.?米德：是的。?DW: So what was the problem you were trying to correct with the help of The Goal?伟福：那么，你想借助《目标》纠正什么问题呢？?CM: Our main problem was with on-time delivery. We also had problems with a department-type mentality at the company. People had a hard time looking beyond their departmental responsibilities. Everybody was functional in thought.?米德：我们的主要问题是准时交货率，还有员工的部门心态，他们很难超越自己的部门去思考问题，每个人的思路都是部门性的。?DW: Were you able to turn things around??伟福：你能够把这个转换过来吗？?CM: Yes. Before we started, we were at around a 70% on-time delivery. After implementing the TOC policies and practices, we got up to around 95%.?米德：能，开始之前，我们的准时交货率大约是70%，推行TOC的政策和做法之后，我们提高到了95%。?DW: Your first step was to have everyone read The Goal??伟福：你的第一步就是要所有人读一读《目标》，是吗？?CM: Yes, that was the first step. The next step was to bring in a TOC consultant. We put 30 people through a three-day training course on Theory of Constraints. From there the leadership group identified what we thought was the constraint and began to follow the Five Steps.?米德：是，这是第一步，第二步就是引进一位TOC顾问，让30人参加一个为期三天的TOC制约法训练课程，然后，领导小组找出制约因素，然后开始按五