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Pit Crews cut final assembly time in half, giving FMC Technologies “The...
We did a very successful Theory of Constraints Implementation a while back, that incorporated a wide variety of approaches. Critical Chain Project Management Process Reengineering Supply Chain...
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How to Build a Reliable Delivery Process
Despite the advances in information technology and systems, most plants manage the process of prioritizing and managing the production of customer orders as if it were an art, approaching the task as a...
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Theory of Constraints Tapped to Accelerate BP’s Gulf of Mexico Cleanup
The process helped BP save more than $200 million by identifying key measurements and planning the bottleneck into the operation. Read More
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Pinnacle Strategies Wins 2012 M&A Award for USA Project Management...
Pinnacle Strategies, focused on delivering bottom-line improvements to businesses around the world, has been awarded the prestigious 2012 Acquisition International M&A Award in the category of USA...
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Pinnacle Strategies Teams With SAS to Deliver Breakthrough Business Process...
Pinnacle Strategies, a leading provider of services that increase shareholder value by improving project management, business excellence, and supply chain operations, announced today that it has...
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Visual Project Management
We’ve been playing with a new concept in project management. This new approach blends lean concepts, visual management, and theory of constraints. It’s a visual project management process, with a...
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Pinnacle Strategies Names International Operations Management Executive as...
Internationally recognized business management expert to lead new Oslo-based EMEA office Pinnacle Strategies today announced that Christoph Lenhartz, former COO of VISTEM GmbH & Co. KG and...
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Mass-producing Frustration: Why “Good Planning” Often Leads to Failed Projects
In engineering offices and construction trailers all over the world, promising projects suffer delays, cost overruns and missed output projections. In response, the collective finger of blame points to...
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Make the Invisible Visible – Look for “The Drum”
What is the first thing to do to increase output when you need more, yesterday? Often, when output needs to increase, we learn that this heightened sense of urgency creates rushed decisions and frantic...
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Rebalance Resources to Maximize Flow
Knowing what (and where) the drum is for your process does not mean that you should run out and buy more capacity to fix it. In my previous blog post, I discussed that before you react to an increase...
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Focus on the Constraint
What if you can’t simply reallocate resources to maximize flow because the constraint is the process or a machine itself? Sometimes it takes a little more creativity to identify how to exploit the...
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Challenge Your Assumptions about the Process
To increase output, whether in a disaster or in everyday pressures, you must challenge your assumptions to find solutions. Usually, the solution is not obvious (otherwise, it would have been...
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Reconsider Your Rules on Materials and Suppliers
In my previous post about checking your assumptions, I talked about the rules and requirements about your process. The supply chain is no different. After all, rules are made, boundary conditions...
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Manage and Align Performance by Applying Uniform Standards
The more contractors or departments involved in a project, the more chances for variation and, often, more confusion. There is always the opportunity for misalignment and miscommunication. The...
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Lesson 7 – Accelerate Communications
I’m continuing my series on the Achieving Top Performance: 7 lessons learned in a Disaster, an elaboration on the work we did during the Gulf oil spill. This week covers the final lesson,...
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Blindsided! Conflicting Priorities in Projects
This week, I am starting new series of postings that showcase some of the most common blind spots to successful project execution. I call these the blind spots because most managers are not even aware...
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Blind Spot 2 – Death by Meeting
Ugh. Another project meeting. We’ve all been there, annoyed when our reminder goes off (if you still use them!) reminding us of our 8th meeting of the day. We’re annoyed because there are so many...
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Blind Spot 3: Put the Whip to WIP
The sooner you start, the sooner you finish, right? Perhaps you remember the tale of the tortoise and the hare. Sure, the hare is fast, but in the end, it’s the tortoise’s steady progress that wins...
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Management Blind Spot 4 – False Starts
Everyone has started a project only to realize that you do not have all the items you need to finish. Drywall anchors – picture hangers – spackle – no matter the project, it’s the little things that...
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Blind Spot 5 – Misleading Metrics
Eli Goldratt wrote “Tell me how you measure me and I will tell you how I behave. If you measure me in an illogical way…do not complain about illogical behavior.” People will take actions based on how...
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