![]() ![]() Accurately measuring CI offers access to a collective insight that may otherwise be undervalued or ignored. This new methodology takes advantage of the existing CI within organizations, systems, or geographical areas and utilizes that CI to combine Theory of Constraints and Lean Six Sigma into a streamlined, continuous improvement system referred to in this paper as TOCLSS/CI. This paper introduces a tool that embeds the emerging science of Collective Intelligence (CI) within the field of continuous improvement, effectively combining Theory of Constraints with Lean Six Sigma. – The TOC can serve as a unifying theory or theme for operations management, providing new insights for researchers and an organizing principle for teachers. ![]() In addition, while the TOC appears to meet the criteria of a good theory, it has not been empirically tested for the most part. – The paper concludes that the TOC provides approaches to operations decisions that avoid pitfalls of local optimization by reaching across functional boundaries in organizations. – Using a commonly accepted categorization of operations decisions (process, quality, inventory and capacity), traditional views, and approaches to operations decisions to those inherent in the TOC are compared. A second important purpose is to show that TOC, as a theory, has properties essential for a good theory. The paper first investigate linkages between TOC and the core concepts/components of operations management (OM) and show how OM concepts can be integrated with TOC using examples from the published TOC literature. – The purpose of this paper is to suggest that the theory of constraints (TOC) can serve as a general theory in operations management. ![]()
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