ABSTRACT
Today's managers encounter tremendous resistance in getting others to buy-in to change. The ongoing rounds of downsizing and upheaval have taken their toll, leaving a legacy of skepticism. Therefore, managers must not only have ideas, but must be experts at "selling" the correct answers, information, and measurements to address issues of change.
TABLE OF CONTENTS
part |2 pages
PART I - OVERVIEW OF THE THEORY OF CONSTRAINTS
part |2 pages
PART II - THE THEORY OF CONSTRAINTS AND OTHER IMPROVEMENT TECHNIQUES
part |2 pages
PART III - APPLYING THE THEORY OF CONSTRAINTS TO SECURING THE FUTURE