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Jingdong book

卓越绩效经典书丛:瓶颈理论手册(套装上下册)

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卓越绩效经典书丛:瓶颈理论手册(套装上下册)

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通过这部权威的指南,世界顶级的瓶颈理论专家们揭示了如何实施艾利.M.高德拉特博士开创的突破性管理与改进方法。对于高德拉特博士推出的这个革命性理念,即通过聚焦于系统的几个杠杆点来实现组织整体绩效的改进,《卓越绩效经典书丛:瓶颈理论手册(套装上下册)》进行了深入探讨。在大量的实例和案例研究的辅助下,专家们明确地阐释了TOC如何起效,为什么能起效,解决了什么问题,能带来什么好处,还论证了TOC为何能够应用于各种不同的行业和情形。
Author Description

张浪,高德拉特学院毕业生,博士,教授。现任中国企业家健康工程副秘书长、巴玛咨询集团董事长。北大、清华总裁班客座教授,江南大学MBA中心兼职教授。其经典课程突破瓶颈战略、整合价值链在北大、清华总裁班受到最好评价,突破瓶颈战略课程光盘销量突破10万套。张浪是国内最权威的TOC专家,也是国内唯一被高德拉特博士认可的TOC营销专家。其研究成果包括:工厂化销售程序,大幅提升销售效率;激发原始脑(5感营销),大幅提升门店销售效率;全景图,精密的企业系统分析法;企业发展三定律,管理世界的运动三定律;“五效”管理,企业大幅提升产出的战略与战术;价值链,扩大的企业系统分析法。其领导的巴玛咨询集团是国内“按效果付费”咨询模式的创立者,2013年被中国企业联合会咨询专业委员会评为中国咨询行业50大,排名第22位;巴玛咨询集团辅导的河北苹乐粮机集团项目被中国企业联合会咨询专业委员会评为2013年度一等奖项目。

詹姆斯·F·科克斯三世(JamesF.CoxIII),是CFPIM(注册资深生产与库存管理师)和CIRM(国际整合资源管理认证)的认证持有人,并持有“生产及供应链”、“绩效衡量”、“关键链”、“战略与战术”以及“TOC思维流程”的TOCIC0(TOC国际认证组织)认证。他荣获了“钟纳的钟纳”(Jonah’s.Jonah)称号,是一位名誉教授,也是佐治亚大学特里商学院的教授。在任职于佐治亚大学之前,科克斯博士担任奥本大学商学院教授职务。
小约翰·G·施菜尔,持有TOC国际认证组织所有学科的认证。他曾担任Alltel公司的抵押贷款服务部总裁兼首席运营官、ComputerPower公司的执行副总裁,以及IBM的办公系统与数据传输总监,在此期间,他主持了大型软件开发项目。此外,施莱尔先生曾担任佐治亚大学特里工商管理学院的IBM驻校高管和管理学行政教授。
Comments

★我相信,成为优秀科学家的秘诀不在于我们的脑力,我们已经用脑太多了。我们只需要看清现实,然后很有逻辑而且精确地评估一下见到的现状就好了。真正的关键在于,要有勇气面对我们眼中所见、脑中所推论的,以及与实际做法之间的矛盾。必须像这样挑战基本假设,才能有所突破。几乎每个曾经在工厂里工作过的人,对于采用以成本计算效益的方式来控制我们的行动都感到不安,然而,直接挑战这些常规的人却寥寥无几。世界究竟是如何形成今天的面貌的?又为何是这个样子?假如你想要进一步了解,就必须挑战基本假设。假如我们能更好地了解我们的世界和统治这个世界的原则,我想,生活一定会变得更美好。
——TOC的创始人艾利.M.高德拉特博士
作为TOC理论的创造者,艾利.M.高德拉特博士以科学家的头脑来思考和应对企业、私营部门组织及个人存在的问题和需求。他的科学方法引发了若干运营模式的变革,以及新的系统管理简化方法的开发。《卓越绩效经典书丛:瓶颈理论手册(套装上下册)》从实践的角度展现了TOC概念的深度和广度。
Catalogue

《卓越绩效经典书丛:瓶颈理论手册(上)》:
第1篇 什么是TOC
第1章 高德拉特博士的TOC观点
聚焦
瓶颈因素与非瓶颈因素
评估
《目标》与《速度》
其他环境
思维流程
市场瓶颈
充分利用竞争优势并持续改善
基业长青
战略战术树
新领域

第2篇 关键链项目管理
第2章 项目管理问题
引言
本章的目的与架构
项目管理中的传统规划与控制机制
项目管理文献的简要回顾
准则的发展
关键链项目管理简述
关键链文献的简要回顾
总结
第3章 关键链项目管理入门知识
引言
关键链的基本要素
单项目排程
关键链排程
多项目环境下的项目排程
项目控制:缓冲管理的作用
项目预算
项目报告
实现改变:行为问题、管理战术与实施
总结
第4章 实地研究报告:利用关键链取得持久效果
引言
本章的目的与架构
关键链回顾
关键链实施中的现实挑战
关键链实施流程步骤
经验教训
常见问题
总结
第5章 持久变革
引言
理解力问题
结果循环
实施规划
总结
……
第3篇 鼓-缓冲-绳子、缓冲管理与分销
第4篇 绩效衡量指标
第5篇 战略、营销与销售

《卓越绩效经典书丛:瓶颈理论手册(下)》:
第6篇 思维流程
第23章 TOC思维流程
引言
TOC思维流程的本质、发展和用途
其他问题解决方法和决策方法的本质
TOC文献的启示
再论TOC思维流程的本质与用途
总结
第24章 利用TOC进行日常管理
引言--本章目的
解决日常问题
从认定问题到实施解决方案
总结--以TOC方法解决问题
第25章 战略战术树等思维流程
引言:任何人都可以成为钟纳
基本构件--因果逻辑
基本术语和映射协议
用于日常决策与问题解决的工具
消雾图
整合的TOC思维流程
要变革什么
疑云图
“雪花法”
银行案例:要变革什么及雪花法
变革成什么
如何实现变革
战略战术树
总结
附录 逻辑分类测试
第26章 教育领域的TOC应用
为什么变革
要变革什么
变革成什么
如何实现变革
持续改善程序
第27章 监狱中的TOC应用
引言
要变革什么
变革成什么
如何实现变革
结果
后续培训
对未来的建议
总结

第7篇 瓶颈理论在服务业中的应用
第28章 服务管理
引言
TOC服务业文献
服务管理的简单评估
应用于服务型组织的TOC概念与工具
如何实现变革
该部分剩余章节
……
第8篇 TOC在复杂环境中的应用
经高德拉特推荐的作品
Book Abstract

《卓越绩效经典书丛:瓶颈理论手册(套装上下册)》:
学生综合征
“学生综合征”(高德拉特,1997年)这个术语源于一个常见的学生行为,即学生为了让两周后(通常在即将来临的学校活动之后的某个时间)就要举行的考试延期而进行申请,以便能有时间复习。然而,大多数学生只是在考试开始前几小时或最多提前几天才开始复习——不管他们的延期请求是否成功。虽然这种行为在学生中很典型,但在其他人中也是一种典型行为。
通过谈判取得更多的时间似乎能使我们确保按时完成当前的任务。当然,当我们等到最后一分钟才开始一个新任务时,就应该想到,我们会遇到没有预料到的问题。因此,兑现所承诺的期限可能会非常困难和有压力。
堆沙袋
“堆沙袋”是指将已完成的工作捂着,直到出现更有利的时机才正式承认其完成。资源部门可能已经为分配给其任务的时间辛苦争取了很久,因此,如果任务提前完成了,他可能就会不情愿移交给下一个活动,因为他的下一个任务的工期估算可能会因此被打折扣。而且,承认提前完成往往会导致被分派额外的工作,从而增加资源部门的工作负荷。为了保护个人声誉,并且,由于表示了任务提前完成,执行下一个任务的资源部门可能还没准备好提前开T,所以,大多数有经验的资源部门会一直等到临到期前或到期日才移交工作。
完成工作配额的销售人员(包括销售项目的人员)通常都会“堆沙袋”。工作移交中,动机不同的另一种类似延迟源于帕金森定律的完工拖延,见下文。
帕金森定律
与仅仅捂着已完成的工作不同的是,如果某个任务进行得极为顺利(通常会使工作提前完成),人们往往倾向于继续改善已完成的工作。这有时被称为“修饰”工作,也体现了著名的帕金森定律:“只要还有时间,工作就会不断扩展,直到用完所有的时间”(帕金森,1957年)。
人们总是认为,他们是在改善自己成果的质量,在添加任务原定规格中没有的“额外特色”(根据我们的经验,在软件项目中尤其会如此)。然而,这些没有规定和备案的添加之物可能给项目的后续部分造成问题,有时甚至会造成重大问题。
当任务开工延迟、不断中断时,或者当员T未能移交已完成的_T.作时,管理层很少会辨别出任务不确定与延迟开T所损失时间的区别。关键链能识别出这些不正常的行为并制定政策来制止它们发生。接下来就总结一下关键链的基本要素。
……

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