Previous post:

Next post:

Pricing using Theory of Constraints PART 1

by Dr Lisa on May 8, 2007

Deciding on pricing for your products or services tends to consume a lot of time and can even be stressful. Typically we are looking for a price that 1) will help us to achieve our financial goals; 2) meet or exceed the value perceived by the market place (will customers buy at that price?); and 3) establish the position, brand and image you desire in your supply chain.

The Theory of Constraints approach to pricing adds a slightly different perspective. When we first start working with a client we calculate the Throughput per Constraint Unit (T/CU) for each product/service. Here’s how you do that.

1) List each product or category of products. If you have custom products, then use product categories. If you sell the same products multiple times, then list the individual products.
2) Calculate the Throughput(T) for each where T is the selling price minus the truly variable costs (TVCs). Typical TVCs are raw materials, sales commission, outside services, and freight.
3) Estimate how much of the constraint each product uses, how many constraint units. This is typically a time measure.
4) Divide #2 by #3 and you have T/CU for each product e.g. Throughput $ per minute.

Do this and now you have some information about your current pricing.

To be continued …

Here’s to Maximizing YOUR Profits!
By Dr Lisa Lang

P.S. Check out our new Theory of Constraints Pricing Project! http://www.scienceofbusiness.com/Default.aspx?tabid=144

Sharing is sexy!
  • Print
  • LinkedIn
  • Facebook
  • Twitter
  • Digg
  • StumbleUpon
  • del.icio.us
  • Yahoo! Buzz
  • Google Bookmarks
  • RSS
Larry June 29, 2010 at 7:19 pm

When determining the CU for each product within the pricing model, do you include the setup time for that product in the CU or just the run time?

Thanks,
Larry

Dr Lisa Lang July 3, 2010 at 12:03 am

Hi Larry,
Yes you should include set up time. But include what is considered to be "competitive setup time". So that as you improve you are not giving away the improvement. And if you are worse you take a margin hit to remain competitively priced.
I hope that helps,
Dr Lisa

Comments on this entry are closed.