Libros recomendados



Cadena de Esfuerzos Eficientes

¿Es posible terminar los proyectos a tiempo y en presupuesto?  La metodología de Cadena Crítica es un desarrollo reciente proveniente de un enfoque sistémico o integral conocido como la Teoría de Restricciones (TOC por sus siglas en ingles de Theory of Constraints). Los buenos resultados que se logran hacen que su crecimiento en el mundo sea exponencial. Parte de la base de que la protección que hoy en día tiene la mayoría de los proyectos es suficiente para absorber todos los imprevistos, el problema está en que se desperdicia debido a la manera tradicional de gestión «para terminar un proyecto a tiempo debo tratar de terminar cada tarea a tiempo».

En este libro el profesor Bianchi explica paso a paso como aplicar la metodología a su entorno y lo acompaña con ejercicios y casos de implementaciones en empresas de Latinoamérica.




A completely new version of the classic Goldratt’s Theory of Constraints: A Systems Approach to Continuous Improvement (ASQ, 1997). Complete explanation of how to apply the Thinking Process to identify and resolve system constraints, develop and deply strategy, and more.

Strategic Navigation introduces the Constraint Management (CM) model for strategy development and deployment. Integrates the logical Thinking Process with time-tested principles of military thinking and planning, and applies the result to the commercial sector and non-military government agencies. Complete explanation of how to apply the Thinking Process to d evelop and deploy strategy.

Manufacturing at Warp Speed. The first book available on second generation Drum-Buffer-Rope… Simplified DBR (S-DBR). Everything a production professional needs to implement this new DBR approach, which aligns internal operations with actual market demand. Two Management Interactive Case Study simulation scenarios are included on the compact disk that accompanies the book, along with detailed instructions for operating them. Fully illustrated, with numerous examples and case studies.




Most managers in the world have the same complaint: “I don’t have enough time”, and very often they feel urgent issues and emergencies to deplete their available time. It is a common place to say that the urgent is always interrupting or even blocking the important.

“The urgent has only three sources: poor empowerment, or an important thing was delayed too much, or a surprise caught you unprepared.”

This book is a journ ey of discovery. Through its pages the reader will have the opportunity to reflect on the validity of many assumptions and beliefs that are taken for granted in management today, almost everywhere. Many, if not most of them, are wrong and at the same time, they are broadly accepted as valid. Being this the case, it is not surprising that many companies derive their actions from wrong assumptions, imposing a limit on their performance. To make things worse, when results are somehow acceptable, managers are blind to these wrong assumptions perpetuating more of the same.