Ever improve–a guide to managing production the TOC way by O. Cohen

This book is quite different, in a very good way, from most books on the Theory of Constraints (TOC). Most other books have a certain topic within TOC, like the Thinking Processes (TP), or Drum-Buffer-Rope (DBR), the TOC methodology for production planning. This book combines the two together to provide a robust structure where production managers can view the TOC insights within a coherent structure. Oded Cohen is one of the most experienced and knowledgeable people in teaching, consulting and implementing the Theory of Constraints. Most people know about Dr. Goldratt as the central figure behind TOC. However, there are several other people who worked, some still do, with Dr. Goldratt and succeeded to create their own stamp on the development of this pragmatic managerial approach and theory. Oded Cohen is definitely one of them. The book reflects his own quiet and sincere style. Part 1 of the book introduces a structure for any managerial improvement process created by the author and called the ‘‘U-Shape’’. This process is based on the TP and guides the reader from pinpointing the problems of today, through the verbalisation of the main conflict to an important term that runs through the whole book: ‘‘injection’’, meaning the verbalisation of one step of ‘‘what-to-do’’. The solution to the identified problem is given as a set of several injections; each introduces something new which should be implemented into reality. Then the process carefully analyses the gains and the concerns (called negative branches). All the rest of the book, divided into additional three parts, is a demonstration of the structured process applied to production of make-to-order (MTO). Part 2 highlights the TOC analysis of the common current reality, especially the effect of too many late deliveries. Part 3 introduces eight injections that constitute the current TOC solution for MTO. Focusing on just eight new ideas to be introduced gives clarity to the methodology of Simplified-Drum-Buffer-Rope (S-DBR). Part 4 just gives a summary of the implementation issues. It is too short and the author promises to fill it in the next edition. This book should be enjoyed by production managers with the ability to think in more general terms. It looks on production from way up looking down at the reality in a similar way we look at maps to find our way. It is up to the reader to connect the effects described in the book to the particular reality and fill it with the required detail. It is written in a way that would appeal to high level managers and it sets the expectations clearly: it is your responsibility to improve your system and here is a structured way to