Building Resilient Manufacturing Operations

Name: Building Resilient Manufacturing Operations
SKU: 978-1-60427-212-3
Availability: BackOrder

Retail Price: $49.95

$39.95

Applying the Theory of Constraints from Goldratt’s The Goal in the Digital Age
Mark Woeppel
Softcover, 6×9, 340 pages
ISBN: 978-1-60427-212-3
e-ISBN: 978-1-60427-867-5
October 2025

Available on backorder

SKU: 978-1-60427-212-3 Categories: Business, Operations Management

Description

Building Resilient Manufacturing Operations is a powerful guide for manufacturers battling daily chaos and systemic inefficiency. Grounded in the Theory of Constraints (ToC), this book shows leaders how to gain control of their operations, drive reliable performance, and build long-term resilience. Drawing on the author’s decades of hands-on experience and real-world success, it provides both strategic frameworks and tactical tools for turning manufacturing mayhem into competitive advantage. Whether you’re in crisis or seeking strategic growth, this book equips you with the tools to become the supplier of choice in your industry.

Key Features

Includes high-impact case studies that detail real-world ToC applications and an inventory management system that makes sense
Provides a step-by-step implementation plan for sustainable, reliable production systems that deliver products on time all the time
Integrates ToC with Lean, Six Sigma, and proven project management principles for enterprise-wide impact
Demonstrates measurable gains, such as cost savings, throughput increases, and market competitiveness, to equip manufacturers with a roadmap for sustained success
Traces the evolution of ToC from scheduling tactics to a strategic management framework and provides some real-world applications of Drum-Buffer-Rope, Critical Chain, and constraint-based thinking.

About the author(s)

Mark Woeppel is an internationally recognized expert in the Theory of Constraints (ToC), with a distinguished career spanning over three decades in manufacturing, project management, and supply chain optimization. As the president and CEO of Pinnacle Strategies, a global management consultancy, he has driven transformative results for organizations ranging from Fortune 100 companies to small businesses across various industries, including graphic arts, automotive, oilfield equipment, and electronics. His innovative approaches, including the development of the Project Execution Maturity Model and Visual Project Management software, have delivered remarkable outcomes, such as a $700 million cost savings for BP during the Gulf spill cleanup and a 600% profit increase for Dixie Iron Works. Woeppel’s thought leadership is evident in his extensive publications, including influential books such as The Manufacturer’s Guide to Implementing the Theory of Constraints and Visual Project Management, as well as numerous whitepapers and articles on operational excellence.

A sought-after speaker and educator, Woeppel has shared his expertise through lectures at prestigious institutions, including the Kellogg School of Management and the University of California, Los Angeles, where he taught courses on executive decision making and materials management. With a robust background in operations management, including roles as Vice President of Operations at Telsco Industries and Director of Operations overseeing multiple manufacturing sites, Woeppel has consistently delivered measurable improvements. Notable achievements include reducing Schlumberger’s inventories by $7 million and tripling sales volume at Wilsonart International’s specialty products division.

Chapter 1: How to Get Results Fast – Lessons Learned from a Disaster
The Disaster
The Mess
Lesson One: Find the Constraint
Lesson Two: Subordinate to the Constraint with Standard Work
Lesson Three: Exploit the Constraint – Measure What Matters
Lesson Four: Elevate the Constraint – Small Wins, Big Flow
Lesson Five: Break Policy Constraints – Question the Status Quo
Lesson Six: Sync the System – Fast Fixes, No Noise

Part 1: Concepts and Foundations

Chapter 2: Why Your Plant’s a Mess – The ToC Wake-Up Call
Seeing Your Plant as a System
Why Your Plant Faces These Challenges
The Power of the Constraint
A Path Forward with ToC’s Five Focusing Steps
Looking Ahead: Turning Theory into Action

Chapter 3: How ToC Tames the Chaos – Production Solutions That Work
Section 1: The Tools That Fix Your Flow
Section 2: How These Tools Tame Your Plant
Section 3: How ToC Sets You Free

Chapter 4: Start Here; Find the Constraint
Step 1. Spot the Symptoms
Step 2: Follow the Trail
Step 3: Unmask the Real Constraint
Pitfalls and the Payoff

Chapter 5: Conserving Human Capital
The Imperative of Strategic Flexibility
Conflict in Efforts Towards Ongoing Improvement
Preserving Human Capital Through Market Segmentation
Changing the Perception of Value for Competitive Advantage
Operational Strategies for Flexibility
Strategic Flexibility Prepares You for the Future

Chapter 6: Make Better Decisions with Empirical Data
The Need for Data-Driven Decision Making
How Can Throughput Accounting Help?
The Decision Maker’s Dilemma
Throughput Accounting in Practice
Summary

Part 2: The Theory of Constraints Production System

Chapter 7: Linking Behavior to Data-Driven Results
The Problem: Production is Misaligned
The Rationale: Behavior Drives Results
The CCR Command Center: A Behavioral Framework
Conflict Resolution: Keeping the Flow
Linking Theory to Practice
Summary
Looking Ahead

Chapter 8: Designing for Reliability, Resilience, and Profit
Power Play: Where’s Your Constraint?
CCR Choice Rules: Crafting Your Advantage
CCR vs. Control Point: Precision in Design
Profit Math: Data Shapes Destiny
Flow Fit Rules: Design Meets Reality
The Best Place to Place Your Constraint
The CCR is Your Strategic Foundation

Chapter 9: Beyond Kanban Systems for Resilience
Demand-Pull Keeps Your Line Flowing
An Overview of the Demand-Pull System
What Goes Wrong: The ERP Trap
Setting Up Buffers: Your Flow Protector
Putting Demand-Pull into Action
Beyond Kanban: The Strategic Edge
The Profit Math
Closing: Your Replenishment Advantage

Chapter 10: Designing a Resilient Production System
Setting the Stage: Performance Goals and the Chaotic Reality
ToCPS for All Manufacturers: Accessible and Adaptable
The ToC Production System: A Closed-Loop Blueprint
Building Resilience: Protective Mechanisms
System Components: The Organizational Backbone
Bringing It to Life: The Strategic Edge

Chapter 11: Planning for Resilience: Demand and Capacity
Planning’s Role in Resilience
Overview of the ToCPS Planning Process
Business Planning: Setting Strategic Goals
Demand Planning: Forecasting Market Needs
Capacity Planning: Reconciling Demand with Capabilities
Bringing It to Life: A Resilient Plan

Chapter 12: Delivering With Precision: Production Planning and Scheduling
The Role of Production Scheduling in Delivery and Resilience
Production Schedules: Setting the Pace with the CCR
Schedule Accountabilities
Loading the Resources
Production Planning and Buffers: Optimizing Flow
Production Schedules
Prerequisites for DBR Scheduling: Building the Foundation
Building the DBR Schedule: Step-by-Step
The Profit Math
Closing: Your Scheduling Advantage

Chapter 13: Executing a Resilient Production System – Delivering on the Plan
Execution Management: Turning Plans into Reality
Battle Rhythm – Achieving the Schedule
Managing Priorities: A Single, Transparent System
Controlling Work in Process
Monitoring Planned Load to Manage Capacity
Promising Deliveries
Managing Change
The Profit Math
Closing: Mastering Execution to Launch Implementation

Part 3: Implementing the ToC Production System

Chapter 14: The Approach: Preparing Your Mind and Team for Transformation
Why Should You Change?
Pursuing Perfection is a Waste: Focus on What Matters
Start Small, Win Early: Build Momentum with Micro-Projects
Managing is Not Chaotic: Standardize for Consistency
Spark a Culture Ready for Change
Your Team is Hungry for Innovative Leadership: Champion the Change
The Journey Ahead: Your Springboard to Excellence
From Vision to Action: The ToCPS Roadmap
What’s Next: Your Transformation Journey

Chapter 15: Aligning for Success
Setting Up for Success
Education/Knowledge
Choose the CCR
New Metrics
Organizational Alignment
Disregard Old Metrics
Conclusion

Chapter 16: Building Reliability: Designing Execution Processes
Elements of Building Reliability
Production Planning
Moving on to Execution Processes
Managing Execution
Managing Execution Summary

Chapter 17: Thriving Through Resilience
Capacity Management
Increasing CCR Productivity
Improving Product Mix
Summary
Implementation Plan Closing

Chapter 18: Sustaining the Shift
Making the New Process a Habit
Make the Process Difficult to Change
In Closing

Chapter 19: I Haven’t Told You Everything, But This Should Be Enough
Your ToCPS Journey: From Strategy to Customer Value
Continuing the Journey: A Process of Ongoing Improvement
This Book is Your Practical Guide
In Closing: Your ToCPS Legacy

Appendix A: Work Breakdown Structure (WBS) for a ToCPS Implementation Plan
Appendix B: Case Study – Brown Fintube’s Turnaround with Drum-Buffer-Rope
Appendix C: Case Study – Spirit AeroSystems’ ToCPS Implementation
Appendix D: Leveraging Lean and Six Sigma for More Success
Appendix E: Theory of Constraints Production System SIPOC Diagrams

Bibliography
Index

Reviews

“In his new book, Mark has skillfully organized realistic solutions for managing complex systems. He provides the best blending of ToC throughput technology with excellent Lean Management and important Six Sigma results in a way that integrates equipment, people, money, and the customer. This is a must-read and an essential item for your management library.”
—James R. Holt, Emeritus Professor, Engineering and Technology Management Program, Washington State University

“Building on decades of knowledge and experience—and firmly grounded in the Theory of Constraints—Woeppel brings it all together in this practical, logical, and detailed book. Aimed at senior managers, this step-by-step roadmap goes beyond theory to transform chaotic manufacturing operations into streamlined, high-performing, money-making enterprises.”
—Andrew Kay, ToC Consultant, Owner and CEO, TOC3 Pty. Ltd.

“Mark’s career has been serving others through creating breakthrough solutions to seemingly insurmountable challenges. His new book details several of these outcomes through the laying out of the process he follows to do so. I too have an almost 40-year adventure with Dr. Goldratt’s ideas and found this book to be insightful, helpful, encouraging, and (most importantly) practical.”
—Christopher Wysong, CEO, Hemco Gage