The Five Focusing Steps aren't a one-off fix. Step five sends you back to step one — that loop is POOGI, and it's the part most companies skip.

Back from Manchester, still a bit buzzed from Wednesday's session. "One Logic, Two Labels" came out of something I noticed while writing about S-DBR a few weeks ago, but had never said out loud to a room before: CCPM and Simplified Drum-Buffer-Rope aren&

Most factories run at high utilization but still miss delivery dates. The problem isn't capacity — it's how work flows through the system. Here's what Simplified Drum-Buffer-Rope does differently

Managing multiple projects with shared resources is where traditional scheduling breaks down completely. Here's how Critical Chain Project Management solves the multi-project problem — and how to implement it in practice.

Between 1997 and 1998 I attended a series of courses on retail, store management and sales promotion at SDA Bocconi. Esselunga was the case study everyone used back then — the "Italian Sainsbury's," the chain nobody could really touch on customer focus. My family has been shopping

Why the same buffer mechanism worked for both a ticket queue and a CCPM drum resource, years apart — and what it reveals about letting Critical Thinking sit above any single discipline.

Most projects run late not because of bad teams, but because of a flawed method. Here's why Critical Path fails in practice — and what Critical Chain Project Management does differently.

Yesterday, I took my first step into the world of Nei Gong. The premise is deceptively simple: instead of building outward mass, you cultivate internal strength. You stop trying to "force" the body to grow and start allowing it to integrate. As I listened to the principles of