Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business.
Spending Money Wisley
This is the fourth installment where we about money and how to focus where you spend your money with the goal of making more money. And we all need that right?
In order to focus proper constraint, management gives us a five-step process that we should be cycling through over and over again. And in that five-step process, spending money is not the first, but the last thing we do to our current constraint!
Here are the five steps – which we covered in episode 2, where Ashton breaks down why spending money is part of step 5:
- Identify your constraint
- Exploit and protect your constraint.
- Subordinate everything else to the above decision.
- Elevate the constraint.
- Don’t let inertia become your growth constraint.
Business Relearnt – Learn To Unlearn, Relearn.
Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.
The Full Business Relearnt TOC Series – Broken Down?
TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:
- Why you cannot ignore TOC
- The surprising inverse relationship between the number of improvements and actual improvement
- Are you spending too much money for increased capacity
- The costly mistake of elevating your constraint first
- Design for Delegation – Three levels of work
- Planning too much is planning to fail
- You don’t want project management – You just want to get your projects done!
- Theory of Constraints and Employee Engagement
- Turning the layers of resistance into moments of agreement
Who Is Ashton Fourie:
Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.
He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.
5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.